Embracing Neurodiversity in the Workplace: Why Managers Must Adapt to Help Employees Thrive
In tech, we are surrounded by neurodiverse people, whether we know about it or not. Some of us are out and proud, others chose not to disclose, some of us may not even be diagnosed. We might come across as socially awkward, we may miss social cues, some of us are so good at hiding in plain sight you’d never even notice. Other times you might notice our performance seems to drastically fluctuate with no understandable rhyme or reason.
All of that said, we can be pretty amazing employees - even if we sometimes we are so anxious about picking up a phone we will email about a fire.
According to estimates, up to 17% of people have been diagnosed with neurodivergent conditions, with some research suggesting the true figure could range from 30% to 40%. That means statistically (at least) one in every five people you interact with is likely to have some form of neurodiversity. And while we don’t always disclose at work – you can be pretty sure we are there, hiding among you.
So, neurodivergence being so widespread, it’s essential for workplaces to understand how to manage these underutilised, misunderstood, oft neglected employees and to recognize that doing so is not just a choice, but a responsibility. And an economic imperative.
Rethinking Performance: Adjusting the Environment, Not the Individual
“Too often the neurodivergent are noted as under-performing. Feedback is often focused on what the individual needs to do in order to improve, instead of looking at environmental factors which could be limiting their ability to be successful.” as Helen Needham, founder of Me.Decoded, aptly puts it.
This is a crucial shift in thinking. Rather than focusing on what the individual should change, managers should explore how the environment, workload or workstyle might be adjusted to better suit the person’s needs. Suddenly a conversation can happen. “I notice that you’re struggling with X, Y, Z. What’s going on? How can we adjust things to enable you to meet this goal?”
I can talk to this personally. My neurodiversity regularly impacts my ability to be on time. It impacts my capacity to concentrate in noisy open plan offices. It means I think better when talking through things out aloud or drawing them out on a whiteboard. I can’t seem to ‘think’ at a computer, then I get uncertain and start second guessing myself and undermine my own productivity.
So my employers who are open having walking meetings, or are open to chat through an approach standing at a whiteboard get much more out of me! I have my approach and thoughts on that whiteboard, and now I don’t need to ‘think’ when I am sitting at my computer – I can just do.
A simple change in approach to the task, supported by my manager, and there are drastically different outcomes.
But it is more than just being ‘open’ to these different work styles. It’s about recognizing that neurodivergent employees may experience work differently, and that adjusting the way tasks are structured, deadlines are set, or communication happens that can lead to much better outcomes. Peter Drucker, the famed management consultant, sums this up well: “The best managers find ways to maximize their team members’ strengths and make their weaknesses irrelevant.”
By shifting focus from the individual to the system they operate in, managers can create an environment that empowers neurodiverse employees to excel.
The Power of Asking: “How Can I Help You Thrive?”
A key element of supporting neurodiverse employees is fostering open, honest conversations. Managers should actively ask their team members, “How can I help you thrive?” Regularly. This simple yet powerful question opens the door to understanding each individual’s unique needs and preferences.
When I was first asked this question by Amy Johnson, our Chief Product Officer, I was floored. I started sweating. I didn’t know what to say. Despite years of being an advocate for Neurodiverse people, years of asking my team members what needs to be adjusted so you can do your best – I had never been asked. And it scared me. I didn’t know how to answer in a way that didn’t show case my ‘weaknesses’.
But Amy lead by example. Not being scared to talk through her experiences. What she thrives doing, and what drains her. Without this emotional vulnerability from both parties, a successful conversation wouldn’t have been possible. Leaders must lead by example, showing that it’s okay to express needs and request changes to the environment, workload or workstyle (sometimes referred to as accommodations or adjustments).
Moreover, these discussions need to happen regularly. As people grow and learn more about themselves, their needs and preferences may evolve. It may take time for neurodivergent employees to develop the confidence to advocate for what they need, but consistent communication helps build this trust. I know my answer to Amy’s question has already changed dramatically. I have thought about my answer more. I have reflected on what is working well for me at the moment, what isn’t, developed a few ideas that we can trial together to see what works best for us. These regular check-ins ensure that managers stay attuned to their team’s evolving needs and insights, and can adjust their approach accordingly.
Moving Beyond Obligations: A Path to Higher Performance
Providing accommodations for neurodiverse employees is not just about meeting legal or ethical obligations; it’s about unlocking potential. By tailoring the work environment to suit the strengths of neurodivergent individuals, managers can help these employees achieve their full potential. The right adjustments — whether it’s more flexible deadlines, clearer communication, or quieter workspaces — can make a world of difference in performance and job satisfaction.
Ultimately, neurodiverse employees bring a wealth of creativity, innovation, and unique problem-solving skills to the table. To truly leverage these strengths, managers must actively engage with their team members and create environments that support, rather than stifle, their growth.
As Marty Cagan attributed to Bill Campbell in his book Empowered, “Leadership is about recognising that there is a greatness in everyone, and your job is to create an environment where that greatness can emerge.”
With regular conversations, a little vulnerability, and thoughtfully asking right questions managers can make considered adjustments, and enable their neurodivergent employees to thrive.
