Neurodiversity (which includes ADHD, autism, dyscalculia and dyslexia) is a massive strength in the workplace. It’s well-documented that neurodivergent employees offer so many positive skills, such as creativity, innovation, information processing and focus. Having neurodiverse minds within a company gives a fresh perspective, a new way of thinking and, often, a competitive advantage.
The problem lies in that too many managers and business owners see neurodiversity as a problem, which is pure ignorance built on old-fashioned stigmas and stereotypes. Yes, accommodating neurodiversity in the workplace can present some challenges. Still, these are overwhelmingly outweighed by the positives that neurodiverse people bring to a company — do 30% higher profit margins and double net revenue sound good to you?
One of the problems is that the “normal” way of working isn’t always aligned with the conditions that neurodiverse people need in order to thrive. Thirty-six percent of neurodivergent employees say that they haven’t had any guidance or support at work. Managers aren’t given the information they need to help neurodiverse team members, either — a 2023 survey showed that only 28% of managers have had neurodiversity training.
It’s about time we forgot about old-fashioned, outdated stereotypes and instead created a workplace that lets neurodiverse people really shine. Here’s what I wish managers knew about neurodiversity and how they can support team members to fulfill their true, wonderful potential.
It can be scary to disclose neurodiversity
For a neurodiverse person, especially one who is newly diagnosed or hasn’t had an official diagnosis, deciding to disclose their neurodiversity can be very scary. They may be fearful of a lack of understanding, which can lead to discrimination or bullying. They may feel vulnerable in asking for help. Or, they may have had a bad experience in disclosing to a former manager and are scared to try again.
It’s crucial that managers put out genuine signals that show they and the company are open and willing to accommodate neurodiversity. These can include making an effort to educate all employees in the company about neurodiversity, having an accessible website and setting out a clear accommodations policy. (More on that below.) Creating an atmosphere where neurodiverse people feel welcomed, acknowledged and supported is a significant step in helping them thrive in the workplace.
Small accommodations make a massive difference
Anyone with neurodiversity is entitled to ask their employee for workplace accommodations, and they don’t need an official diagnosis or to offer any proof from a medical professional in order to get them.
Workplace accommodations for neurodiverse employees can be minimal, but they make a massive difference. The good news is that most are simple and free. For example, many neurodivergent people can feel overwhelmed by the rush-hour commute, resulting in them being unsettled and anxious for the rest of the day. Allowing them to start earlier or later helps to bypass this overwhelm and results in them being far happier and more productive.
Another reasonable adjustment that comes at no cost is allowing neurodiverse employees to work from home either part- or full-time. Neurodiverse people can get over-stimulated in busy offices and become full to the brim with anxiety, heavily masking and unable to do the job that they’re capable of doing. Working from home, where there is less noise and fewer distractions, can be very helpful.
Other small but impactful accommodations include providing noise-canceling headphones and fidget toys to aid concentration, regular check-ins, regular breaks to recharge mental batteries, a map of the building and step-by-step instructions for large tasks.
These simple things will enable neurodiverse minds to deliver results that will make the (minimal) cost associated with accommodations shrink into insignificance.
Judge outcomes, not processes
In 2016, I joined a marketing agency to work on their social media. Expectations were high because I was the LADBible guy. But the office was a sensory nightmare for me — loud music, constant pinging noises from table tennis and a smelly office dog — meaning I couldn’t focus. This, in turn, caused a lot of anxiety, as I knew I wasn’t meeting those expectations. I ended up leaving after two months and had only managed to grow their Facebook following to 5,000.
When I joined another agency six months later, I knew I had to create a better working environment for myself. So I asked if I could work from home sometimes or be in the quiet canteen downstairs when I did need to be in the office. I also asked them to judge me on what I achieved, not how I did it, and to please trust me. They agreed — and three months later, their Facebook following had grown from zero to 8 million.
This is a classic example of judging the outcome, not the process, of neurodiverse employees. My ADHD makes my processes unpredictable, but it makes my outcomes outstanding. One day, I might get absolutely nothing done. Another day, I might get four hours of work done at a random time of the day. Another day, I might get 40 hours of work done in four hours.
Neurodiverse employees won’t necessarily work in the same ways as other employees, but it’s crucial to look at what they’re achieving for a business, not how they get there.
Be aware of burnout
Burnout is, sadly, something that many neurodiverse people are susceptible to. Many things can cause it — the stress of living in a world that doesn’t always accommodate their brain, the hyper-focus of people with ADHD, which can lead to intensely fixating on a project, the struggle to fulfill expectations or the stress of masking neurodiverse traits to try and fit in better.
Burnout is a serious condition that leads to physical and mental fatigue and an inability to perform day-to-day tasks. In a workplace context, this can lead to poor performance and increased absence.
Managers need to be aware of this and put steps in place to minimize the risk of burnout. These can include varying work projects, scheduling regular breaks, creating a workplace culture that values work-life balance and offering resources such as mental health days and well-being programs.
Be constructive with feedback
A lot of people with neurodiversity are extremely sensitive to criticism and can view feedback as this rather than something positive. This stems from a view of themselves that’s often clouded by thoughts of self-doubt and inadequacy due to a lifetime of being criticized for their natural behavior — being told they’re “too much” or not behaving in the way society expects them to.
This can sometimes lead to Rejection Sensitive Dysphoria — extreme emotional sensitivity and pain that’s triggered by the feeling of rejection or criticism. While no one likes being criticized, a person with RDS feels this much more severely, meaning it’s a genuinely crippling experience.
Obviously, giving feedback to employees is a part of a manager’s role, but some minor adjustments can make all the difference here. Check what their preference is for receiving feedback — they may prefer it to be written down rather than face-to-face. Visual aids such as timelines or mind maps may be helpful.
Give a detailed justification for any feedback, too, because when neurodiverse people are given a reason for the change, it helps it to make sense. And, as always, be conscious of creating a supportive environment for neurodiverse employees and providing an individualized approach that understands and respects their differences.
Opinions expressed by SmartBrief contributors are their own.
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