With a rise in awareness and diagnoses, neurodiversity is increasingly recognised in the workplace. Estimates show 15 - 20% of the UK workforce have a neurodiverse condition such as ADHD, Autism and Dyslexia. As responsible leaders, we need to adapt our approach to support neurodivergent individuals and create a working environment that allows everyone to thrive.
Understanding Neurodiversity
Neurodiversity describes natural brain functioning variations that affect how people think, learn, and process information. Differences are often from birth, but some individuals may develop neurodiverse traits following brain trauma or conditions such as MS. Increasing recognition of the extent of neurodiversity has brought government attention with the creation of a panel of experts to advise how we offer more workplace opportunities and establish practices for stronger workplace inclusion.
Why This Matters
Around 20% of the UK population are neurodivergent. This means nearly every team or organisation is likely to already include individuals who think and work differently. These differences can offer unique strengths like creativity, pattern recognition, empathy, and resilience. Valuable assets to any business. A Hewlett Packard programme showed their neurodiverse teams were 30% more productive than their neurotypical counterparts. This shows supporting neurodiversity is not just ethically right, it makes business sense, providing a tangible competitive advantage.
Common Workplace Challenges
While neurodivergent individuals have valuable strengths, they often face workplace barriers. For example:
- 92% report difficulties with memory or concentration.
- 83% need help with organisation.
- 78% experience time management challenges.
- 67% seek support with communication.
Often people mask their symptoms, mimicking neurotypical behaviour to try to fit in. Not being your authentic self is exhausting and unsustainable leading to fatigue and a lack of self-worth. 1 in 3 people with ADHD recognise feelings of rejection as the hardest part of living with the condition.
The BBC’s Inside our Minds series provides a powerful insight into how adults with neurodivergent conditions function in a neurotypical world.
The Role of Empathetic Leadership
Leaders have a responsibility to create a culture where employees feel safe disclosing what they need in order to perform. It’s ok to be different. There’s no shame in living with neurodiversity, but we don’t need a label, or to encourage formal diagnoses. We can just hold conversations which are open, supportive, and stigma-free. The aim isn’t to “fix” people but to listen, understand, and empower. Instead of focusing on challenges, see neurodiversity as bringing fresh perspectives. Demonstrate an optimistic mindset, where all employees feel valued and empowered. This can radically improve self-esteem and performance.
Superpower Thinking - each neurodiverse condition often presents unique strengths:
- ADHD: Hyperfocus, energy, pressure-resilience, adaptability, and motivation
- Autism: Deep focus, reliability, structure-loving, creativity, and attention to detail
- Dyslexia: Big-picture thinking, innovation, visual reasoning, and trend-spotting
- Dyspraxia: Empathy, perseverance, innovation, and strategic thinking
Recognising these strengths can help leaders to allocate tasks more effectively, match people to the right roles and motivate individuals to perform at their best.
Starting the Conversation
Many neurodiverse employees won’t disclose their condition unless they trust you and trust what it can achieve.
Role model openness and curiosity. For example: ‘we all work differently, is there anything that would help you to do your best work?
Avoid assumptions or judgement.
Promote understanding across all levels, especially within leadership roles.
Seek expert advice if needed and make sure there is clear communication on support routes and resources.
Practical Adjustments and Legal Duties
Many people may not see their neurodivergence as a ‘disability’ but these conditions are protected by the Equality Act 2010 and require reasonable adjustments to be made where needed. Adjustments needn’t be expensive or complex. Common considerations can include:
- Flexible working patterns to reduce overwhelm and improve focus
- Clear and advance communication of changes or meeting agendas
- Autonomy in task completion, allowing employees to find what works for them
- Environmental changes, such as noise-cancelling headphones or quiet workspaces
- Written reminders, checklists, or visual aids to support memory
- Short term goal setting and incentives
- The Access to Work scheme is a valuable source for adjustment equipment and support resources.
Neurodiversity is not a problem to be fixed, but talent that can be nurtured. Leaders have the power and responsibility to allow all employees to be their best. Not just their best in their current role, but to ensure equal opportunity for career progression.
By understanding neurodiverse conditions, listening and making simple, meaningful adjustments you will not only meet legal and moral obligations but also drive performance, encourage creativity, and protect employee wellbeing.