4 Ways Leaders Can Help Their Neurodiverse Employees Thrive

Although you may not realize it, the likelihood is that in your organization and on your teams, there are employees who are neurodiverse – individuals whose brain functions differ from what’s considered neurotypical. Neurodiversity encompasses individual differences in brain function and describes various conditions, including ADHD, Tourette syndrome, autism, dyslexia, and dysgraphia, each contributing unique strengths, perspectives, and challenges.

Research published in 2020 by Nancy Doyle in the British Medical Bulletin indicates that 15-20% of the global population exhibits some form of neurodivergence. Robin Adamowicz, a neuro-inclusive workplace practice program manager with Autism and ADHD, emphasizes that neurodivergent employees are often silent because of the “fear and stigma” that exists. Many employees don’t disclose being neurodivergent because they are worried that “you might fire me, stop offering me new projects I am interested in, or I won’t get promoted,” she said.

This silence challenges leaders to create better work environments that are supportive and inclusive for everyone. Here are four strategies to cultivate a culture where your neurodiverse employees can thrive.

Create an environment where neurodivergent employees feel safe to express themselves without fear of judgment or negative consequences. This involves active listening, developing a culture of open communication, and ensuring that their contributions are respected and valued. Employees are more likely to share their unique insights and perspectives when they feel psychologically safe. Let them know their input is valuable and you are interested in their contributions to the team. Listen carefully and show genuine interest as they tell you how they experience the world and what they see.

“Building a culture of trust and vulnerability has been key to ensuring that team members understand each other better,” says Andrew Batey, a founder and co-CEO of Beatdapp with a recent diagnosis of ADHD. They complete personality quizzes, create biographies, and then share what these say about who they are and who they are not. “Creating more moments of vulnerability helps people feel more comfortable talking with each other, so we better understand how we think and communicate. I share, too, and that creates reciprocity and builds even more trust. It gives people a safe space to say how they feel,” he said.

Offer flexible working conditions, like working from home or having quiet spaces in the office. These options can help reduce sensory overload and allow neurodivergent employees to work in an environment where they feel most comfortable and productive.

“The ability to work flexibly is essential,” advises Daniel Aherne, founder of Adjust and recently diagnosed with ADHD. “This may be working from home or being able to work at quieter times. But it also helps when managers have flexibility in systems and a flexible approach. They need a manager who is really clear on the outcome they want, what must be done and by when, but then gives the employee flexibility in how it gets done. That’s the flexibility that helps, not constantly moving deadlines.”

Because neurodivergent employees sometimes have a heightened sensitivity to noise, lighting, and temperature, having private, quiet, and sensory rooms can be beneficial. “Sensory rooms are different from quiet rooms,” Adamowicz explains. “Employees can have control over the conditions in the room, “such as lighting, music or temperature.”

Adamowicz suggests that basic things like flexible work hours and locations, alternative lighting, full-spectrum or natural lighting, technology tools, timers, fidgets, and mind maps are options that could be open to the whole company. She recommends companies explore “success enablers” for employees who need specific accommodations.

Managers who embody empathy and understanding are crucial to unlocking the full potential of neurodiverse teams. They are skilled at recognizing and valuing their team members’ unique perspectives and needs, engaging each employee with compassion and insight. Their approach helps mitigate potential stressors for neurodivergent workers.

Empathy in leadership involves actively listening, providing tailored support, and adapting communication styles, work processes, and expectations to suit the diverse cognitive styles within the team. “The most fundamental way to help your neurodiverse employees is to be an understanding manager,” explains Ahern. “The best managers for neurodivergent people are the best managers, full stop.”

While some inherent challenges may require additional support and accommodations, many neurodivergent employees bring distinctive strengths and capabilities to the team. These include innovative problem-solving skills, pattern recognition, visual memory, detail-oriented, deep concentration, and authenticity.

To tap into these strengths, leaders should first seek to identify and understand all their team members’ specific talents. Employees are more likely to excel and feel valued in roles that align with their strengths. For example, someone with ADHD might excel in dynamic, fast-paced environments, while an individual on the autism spectrum might thrive in roles that require more attention to detail and deep focus.

After being diagnosed with ADHD a couple of years ago, Batey wondered if it was acceptable for him to embrace his diagnosis as a “superpower” rather than a challenge or disability. He says that he has succeeded by focusing on using his “flaws” to his advantage. “Things like context switching [the ability to shift your attention between different tasks], being passionate and hyper-focused on something until it gets done, being able to make accurate decisions quickly, and juggling multiple things so they can progress at the same time are my superpowers,” he explains. These strengths have helped him as a leader and successful entrepreneur.

Embracing neurodiversity in the workplace is vital to building strong, inclusive, and productive teams. Organizations have an opportunity to create an environment where every employee, regardless of neurodivergent status, feels valued and empowered.