I have been working alongside managers my whole career, first in an employed HR position, then through my corporate training business. While I have continued to learn and develop over the years, picking up tools like Insights along the way, I have always found that the best managers don’t take a one-size-fits-all approach. They respond to individual needs. You might have heard this being called situational leadership. Whatever you want to call it, understanding and valuing individual differences matter more than ever when managing a neurodiverse team.
The way things are usually done won’t necessarily suit them. Neurodiversity is defined as the natural differences in how people think, process information, problem-solve and work. What helps you focus, come up with ideas or manage your workload might not help, or might even hinder, their performance. Bringing in adaptations will enable them to perform in an environment that isn’t designed for them. But how do adaptations in the workplace actually work? Let’s explore the reasonable adjustments that can make a significant impact on employee engagement and key outcomes.
Accommodations that can support neurodivergent colleagues
Accommodations for neurodivergent colleagues don’t have to be expensive, complicated or disruptive. They are often surprisingly simple. The aim is to create a work environment that brings out the strengths in the individual and eases the challenges. We all have them! Many potential adjustments fall into three categories.
Environment
Remember, neurodivergent people process information differently. That includes sensory information. We get so much sensory input from the space we work in so this is a key area for neurodivergent support. Noise that doesn’t bother you might be really distracting to them. A lighting set-up that you wouldn’t choose could be their perfect conditions. A simple switch like adding a lamp or offering noise-cancelling headphones could be a suitable accommodation for a colleague.
Delivery
Then, thinking about how they do their job, there is room for variation there too. How would it be easiest for them to complete their job responsibilities? If they are good at hyper-focusing on a project, working independently on their deliverables might be the best option. If they prefer communicating verbally compared to in written format, quick meetings would be the most efficient way to give feedback instead of going back and forth on email. Flexing around how they produce deliverables reduces stress levels and improves output.
Expectations
Stepping back from an individual’s specific job responsibilities, the general expectations of a workplace can help or hinder a neurodivergent brain. Blanket rules aren’t usually the most helpful. Allowing flexibility around start times and work-from-home days, for example, can prevent burnout and unlock an individual’s most productive state. Consider behavioural expectations too. Stimming is described by the National Autistic Society as ‘repeated movements (like hand flapping or spinning) and/or repeated behaviours (like saying a word or listening to a song on repeat) for sensory stimulation, to keep calm or to express joy.’ Acceptance of stimming in the workplace, such as allowing fidget toys, can help focus in meetings or when working to tight deadlines.
This isn’t an extensive list of accommodations, simply ideas to get the conversation started. Be open to experimenting and exploring what works for each individual and the potential for this to change over time.
Misconceptions about neuro-inclusive adaptations
There are many misconceptions about neurodiversity in general. This includes the support neurodivergent team members receive through accommodations. These are the main three I want to clear up.
- You should only give accommodations to people who have disclosed a diagnosis. This is a counterproductive approach to providing adaptations, as it creates a fear of judgment instead of an atmosphere of acceptance. There are multiple reasons someone might choose not to disclose or even get an official diagnosis. They should still be able to adapt their work environment to suit their needs and strengths. Looking at the legislation around reasonable accommodations, disclosure of a diagnosis is not required. The Equality Act of 2010 gives employers the legal duty to provide reasonable accommodations to disabled people (neurodivergent conditions such as autism and ADHD are covered by the definition of disability in this case) even if an employee chooses not to provide proof of their disability.
- Accommodations are expensive and inconvenient. Often they cost little or nothing at all and don’t disrupt the rest of the team. If anything, they show the team that they are safe to be themselves, let their strengths shine and ask for help if they need it. Expensive software is just one example of an accommodation. Not every neurodivergent person will want or need it. Each accommodation has a direct impact on employee engagement and performance. It’s not a burden. It’s an optimisation.
- What works for one person will work for another. Two employees with autism could request very different accommodations because how their autism affects their work lives is very different. Always ask the individual and let them lead instead of relying on blanket policies to determine support. I had a discussion in a workshop which exemplifies this point perfectly. I was sharing that my ADHD brain works so fast that when I was learning to drive, my instructor told me that I was starting to turn before we even reached the junction. I was anticipating what I needed to do a bit too soon! A participant shared that her neurodivergent child had recently completed his driving test, passing first time with no faults. The rule-based task of driving was something he found really easy to get the hang of. It goes to show you need to support the individual, not the label.
Adaptability is a skill. A highly valuable skill in a modern workplace where we are more aware of neurodiversity and how supporting it ensures we leverage a range of strengths in our teams and can thrive together. For a full introduction to adaptable leadership, including navigating conversations about accommodations, join my free webinar.
In this 30-minute session, I’ll guide you through how managers can meet their teams where they are, supporting each individual to reach their full potential. We’ll end with a 30-day challenge for implementing the strategies we discuss and I’ll stay around for 15 minutes at the end in case you have any questions about your specific circumstances.
Why Adaptive Leaders Build Neuroinclusive Teams (A Practical Roadmap for Leaders) is taking place on Tuesday 15th September at 4.30 pm. Book your free place HERE.
