Tag: autism

Recently, a conversation with a colleague was a timely reminder: while some people experience their neurodivergence as a strength, not everyone experiences it as a “superpower”, especially at work.

We often hear that diverse, inclusive teams are more innovative and perform better. That only becomes true in practice when workplaces understand the barriers some neurodivergent people face, and design ways of working that reduce them.

Here are a few reasons why being neurodivergent might not feel like a superpower in the workplace:

1. Social and communication friction: Many neurodivergent people (including some who are autistic and those with ADHD) can find workplace communication and social norms hard to navigate, especially when expectations are unspoken, feedback is indirect, or collaboration relies on constant “in the moment” interaction.
2. Sensory overload: Bright lighting, background noise, busy open-plan spaces, strong smells, or frequent interruptions can be genuinely overwhelming. When the environment drains attention and energy, concentrating and recovering between tasks becomes harder.
3. Executive functioning demands: Planning, prioritising, switching between tasks, and managing time can take significant effort. Without psychological safety to discuss needs, and without practical adjustments, these differences can be misread as a lack of capability or commitment.
4. Change, uncertainty, and ambiguity: Some neurodivergent people work best with clarity, structure, and routine. Rapid change, unclear priorities, or constantly shifting ways of working can increase stress and reduce performance, particularly when support is inconsistent.
5. Stigma and misunderstanding: Even in organisations that value inclusion, neurodivergent employees can still encounter stereotypes, microaggressions, or inadequate adjustments. That can erode confidence, belonging, and wellbeing, and it can make it harder to do great work.
6. Job design that doesn’t match strengths: Neurodivergent people may excel in some tasks and struggle with others, depending on the role and environment. For example, a job that requires sustained social interaction with little recovery time may be far more demanding without an understanding of the need for breaks and decompression.
7. Limited support and resources: Many workplaces still don’t provide consistent, practical support, for example flexible scheduling, quieter spaces, clear written instructions, predictable meeting structures, or assistive tools. Without adjustments, people may spend energy “coping” rather than contributing.

Neurodiversity covers a wide range of experiences, and what helps one person may not help another. Many people absolutely do find strengths in their neurodivergent traits. At the same time, it matters that we don’t romanticise the day-to-day challenges that can show up at work.

Pity and ableism don’t help. What does help is empathy, curiosity, and practical action: listening to what people need, normalising adjustments, and building environments where it’s safe to ask for support.

When teams understand neurodivergence better, challenges are less likely to become barriers, and more people can do their best work.

Around one in seven people are neurodivergent—about 14% of the population. In other words, a significant proportion of any workforce processes information, communication and environments differently from what is often treated as the “default”.

Neurodivergence can include autism, ADHD, dyslexia, dyspraxia, dysgraphia, Tourette’s syndrome and dyscalculia. For some people these are formally diagnosed; for others they are not.

Within the neurodivergent community, views on disability vary. Some people identify as disabled; others don’t describe their neurology that way, for many valid reasons. How someone frames their experience is deeply personal and often shaped by the practical barriers they face in everyday life.

There is a growing body of research and commentary on the value of cognitive diversity—ranging from stronger problem-solving to increased creativity and innovation, and in many cases improved business performance. Yet many organisations still struggle with the practical question: how do you attract neurodivergent people, help them thrive, and avoid losing them once they’re hired? That’s the gap this piece explores.

One of the biggest obstacles to truly understanding neurodivergent colleagues (and, more broadly, many forms of difference) is how skilled people can become at hiding it. Many neurodivergent people develop years of experience “masking” to navigate environments designed around neurotypical expectations. Masking can show up in lots of everyday ways, such as:

• Scripted or rehearsed conversation to make social interactions (including small talk) feel more manageable
• Suppressing stims—movements or sounds that can be regulating or calming—because they may be judged as “odd”
• Forcing eye contact despite discomfort
• Acting as though you’re fine when sensory input is overwhelming or even painful (noise, smell, light, touch)
• Holding back from naming inconsistencies—when someone’s words and actions don’t match
• Copying tone, facial expressions or mannerisms to work out what’s “expected” in a situation
• Avoiding tasks that are disproportionately difficult because of how your brain processes information
• Concealing challenges to reduce the risk of stigma or judgement

Most of us “put on a professional face” at times—choosing our words carefully, keeping emotions in check, and working within workplace norms. The difference is intensity and frequency. Imagine needing to monitor almost every interaction, every day, because it feels unsafe (socially or professionally) to be yourself. Sustained masking can be exhausting, increases stress, and can make even a supportive role feel unmanageable over time.

With more flexible career paths and greater mobility than ever, organisations that want to retain neurodivergent talent need to design work that people can sustain—not just survive. Below are seven practical starting points to consider.

• Offer hybrid working where possible. Even partial home working can reduce sensory strain and the constant pressure to mask.
• Match leadership responsibilities to strengths. Don’t assume progression must mean people-management—offer both specialist and people-leader routes, and place people-leader roles with those who wish for that path.
• Reduce subjectivity in performance conversations. Use clear expectations, measurable outcomes, and transparent criteria wherever you can.
• Normalise simple workplace adjustments (without making people “prove” they deserve them): headphones, access to quiet spaces, flexible hours, clearer written instructions, and autonomy in how work is delivered.
• Invest in management capability. Train leaders to listen well, build psychological safety, and tailor support to the individual—not a one-size-fits-all idea of “good” performance.
• Support employee networks and communities (including neurodiversity ERGs) with real time, sponsorship and visibility—not just good intentions.
• Create space for lived experience. Encourage people to share perspectives inside and outside the organisation so colleagues keep hearing, learning and updating assumptions.

Ultimately, unlocking neurodivergent talent isn’t about grand gestures—it’s about designing work with enough clarity, flexibility and psychological safety that people don’t have to spend their energy on masking. When you reduce unnecessary friction in how work is done and how success is measured, you don’t just support neurodivergent colleagues—you improve the environment for everyone.