Neurodiversity at Work: An Allyship Perspective

Neurodiversity is often discussed in abstract terms, but in my experience, it is best understood through people, not labels. These are my thoughts on the subject after experiencing working with a myriad of folks from all walks of neurodivergence.

At its simplest, neurodiversity recognises that human brains work in different ways. It's not as simple as being aware of it, but I believe that the normal perspective should be being mindful of how different we are. These differences influence how we communicate, process information, manage energy, and experience the world. In professional environments, these differences are always present, whether they are acknowledged or not. That's key.

Approaching neurodiversity with curiosity and care is not just inclusive. It leads to better understanding, stronger teams, and healthier ways of working. I've found that doing so, you're working at a positive incline, rather than moving forward, but it feels like you're pulling a weight.

What Allyship Means to Me

I approach neurodiversity from a place of allyship. That means listening, learning, and being willing to reflect on how environments are shaped and who they work best for. I truly have to thank my son for indirectly teaching me the very basics of this.

Allyship is not about speaking for others or assuming understanding. It is about creating space for different experiences to be heard and taken seriously. It also involves recognising that many workplace norms have been designed with a narrow range of thinking styles in mind, a very non-inclusive way of thinking, I must say.

Being an ally often starts with asking better questions and being open to adjusting assumptions.

Moving Beyond a Deficit Model

One of the most unhelpful ways neurodiversity is framed is through deficit. Too often, differences are described only in terms of what people struggle with, rather than how they think, contribute, and problem-solve.

A more useful approach is to recognise that strengths and challenges coexist. Many neurodivergent people bring deep focus, pattern recognition, creativity, honesty, and original thinking. At the same time, they may experience difficulties with environments that are noisy, ambiguous, or overly rigid.

When workplaces focus only on fixing individuals rather than examining systems, they miss opportunities to improve things for everyone.

The Role of Environment

Workplace environments play a significant role in whether people can thrive.

Clear communication, predictable expectations, and flexibility in how work is done can make a meaningful difference. These are not specialist adjustments. They are good practices that benefit teams as a whole.

Small changes often have a large impact. Being explicit rather than implied, offering written follow-ups, and allowing people time to process information are simple steps that support many different thinking styles.

Thoughtful environments reduce friction. They also reduce the need for people to mask or overcompensate just to fit in.

Communication Matters

Communication is one of the most common sources of misunderstanding at work. This is especially true when different communication styles meet unexamined expectations.

Some people think out loud. Others need time to reflect before responding. Some are direct by nature, while others rely more on context and nuance. None of these approaches are inherently better, but mismatches can lead to unnecessary tension.

Leaders and teams who acknowledge these differences are better placed to avoid misinterpretation. Clear intent, patience, and curiosity go a long way.

Inclusion as Everyday Practice

Inclusion is often discussed as a policy or initiative. In practice, it is shaped by everyday behaviour.

It shows up in how meetings are run, how feedback is given, and how flexible people are allowed to be. It is reflected in whether questions are welcomed and whether different working styles are respected.

Inclusive environments do not require perfection. They require attention and willingness to adapt.

Why This Matters for Leadership

Leadership has a significant influence on how neurodiversity is understood and supported. Leaders set the tone through what they prioritise, what they model, and what they make safe to discuss.

When leaders show openness and curiosity, others tend to follow. When they normalise difference rather than treating it as an exception, teams become more trusting and resilient.

Supporting neurodiversity is not about special treatment. It is about fair treatment and recognising that equal does not always mean identical.

A More Humane Way of Working

I believe that understanding neurodiversity helps create workplaces that are more humane for everyone.

When systems are designed with a wider range of needs in mind, people experience less friction, less stress, and more opportunity to contribute in meaningful ways. This benefits individuals, teams, and organisations alike.

Neurodiversity reminds us that there is no single correct way to think, communicate, or work.

Wrapping It Up

Being an ally to neurodiversity starts with awareness and continues through everyday choices.

For me, it is about listening carefully, questioning assumptions, and being willing to adjust how work is shaped and shared. It is not about getting everything right, but about approaching difference with respect and care.

Workplaces that make room for different ways of thinking are not just more inclusive. They are more thoughtful, more resilient, and better equipped for any challenges that you and the people you work with may face.