3 in 10 neurodivergent staff hide their condition from their manager, and often, with good reason. Whilst there’s strong evidence of the strengths associated with conditions like ADHD and autism, to tell your workplace that you have a ‘disorder’ is an inherently vulnerable thing to do.
There’s little to tangibly gain, as such disclosures are often followed up by awkward conversations and assessments. Even with total reassurance, these experiences can still be anxiety-inducing, especially when our ability to do a job, and the support that could help us, may be subject to a complete stranger’s viewpoint.
In contrast, there’s a lot to lose, with 1 in 5 neurodivergent employees having experienced harassment or discrimination at work. Living in a society where neurodevelopmental conditions are increasingly stigmatised as ‘attention seeking’ and ‘trends’ can result in situations causing potential harassment in and of themselves.
For example, if an employee says, ‘ADHD isn’t real – everybody’s just making it up!’, another employee could successfully claim harassment – even if they haven’t got ADHD themselves. This can provide a minefield for employers, and particularly managers, who often haven’t been trained on the intricacies of disability law within the workplace.
Disability is safeguarded by law because it’s the only protected characteristic to proactively require organisations to take action, such as by making reasonable adjustments. Suppose an employer knows, or should have known, about a disability. In that case, they have a legal duty to make adjustments to reduce or remove the substantial disadvantage an individual experiences because of that disability at work.
This can be very challenging to apply in practice, especially since there is no ‘one size fits all’ approach that works for everyone. One neurodivergent person may have completely different – or opposing – needs from another. Managers are not medical experts and may feel intimidated by potentially legally charged conversations.
The good news is that addressing this is simple: it means adopting a neuro-affirmative approach. This recognises that all our brains work differently, actively supporting and affirming these differences, enabling everyone to collaborate and communicate effectively. Psychological safety for one is psychological safety for all.
Here’s how leaders can become ‘neuro-affirmative’ managers:
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Accept
Accepting that neurodivergence is a reality, regardless of diagnosis or disclosure, is crucial. People shouldn’t need a formal diagnosis for their differences to be accepted, and reasonable adjustments required by law should be the floor, not the ceiling.
Pro-actively recognising that everybody’s brains work differently means fostering an environment where differences are genuinely embraced and celebrated. If something works for one person, why not offer it to others?
Mind’s free Wellness Action Plan is an excellent way to establish support for everyone with a team, tailored to their unique needs.
2. Assume
We all have our versions of ‘normal’, with the potential to misunderstand and be misunderstood by others, especially within the workplace. By assuming positive intent, we open ourselves up to understanding, rather than making quick judgments.
Presuming the best in others means believing their perspectives, needs, and experiences. It cultivates cooperation and empathy, counteracting negative stereotypes and bias.
Noticing and questioning your own neurobiases is an important part of this, such as the expectation that others will make eye contact. Questioning where these expectations have come from with curiosity and creativity fosters innovative thinking and understanding for others, building trust.
3. Acknowledge
You don’t need to agree with someone to acknowledge or respect their experiences as valid, even if you don’t understand them. Validating their experiences, including their particular challenges and strengths, and seeking to learn more, can foster strong connections.
Clearly communicating your intentions and providing reassurance can create foundations of safety and belonging, helping employees to feel confident in asking for help.
4. Adapt
Adapting is an opportunity for improvement. This doesn’t necessarily relate to one person, but to everybody, including ourselves. It means recognising and embracing the experiences of others, and acting accordingly.
It means compromise and equality, recognising that one individual’s needs and preferences aren’t necessarily more or less important than anybody else’s. Pleasing everybody may be impossible, but a balance can be found.
Adaptations based on a mutual understanding and respect for difference, in the pursuit of compromise, can result in collaborative and flexible environments where everybody can thrive as they are.
Such conversations and changes may feel uncomfortable, as they necessitate acceptance that the ‘status quo’ isn’t necessarily working for everybody, but this isn’t a bad thing. It’s essential to include people in conversations that may relate to them, explaining context and purpose with compassion and openness to change.
5. Advocate
Working to create a level playing field for everybody means recognising the inherent vulnerability that remains for disabled people, such as an increased risk to burnout, exploitation, and misunderstandings from others.
Just because you are neuro-affirmative, doesn’t mean that everybody else will be – even within your organisation. Advocating, supporting, and safeguarding people who are disadvantaged by the inherent ableism entrenched within many organisations may involve challenging exclusionary policies, such as those requiring everybody to work from an office.
Equally, it can be beneficial to share your positive experiences of neuro-affirmative practice with others, setting a good example. As many organisations approach neuro-inclusion with a focus on neurodivergent individuals, including everybody in such approaches can result in higher productivity, collaboration, and innovation within a team, inspiring others.
6. Align
Creating and sustaining working environments that support everybody, regardless of disability, diagnosis, or disclosure, is key to aligning long-term needs.
This is a systemic change, aligning differing ways of thinking in pursuit of common goals. It’s ultimately about redesigning what our society considers ‘professional’ or ‘normal’. True belonging goes beyond any checklist or policy, where everybody can effectively align their expectations and efforts with one another, embracing their differences as strengths, ultimately fitting in while standing out.
As a manager, you can drive such cultures by starting with yourself. For example, you may undertake neuro-affirmative training, learning the skills of conscious acceptance, self-compassion, validation, and listening in a way that makes others feel truly heard.
