We’d like to thank Rosie Elvin for writing this insightful piece and allowing us to share it with our community.
Neurodiversity is no longer a niche topic—it’s a reality in every workplace. Whether you realise it or not, some of your staff, colleagues, clients (or friends and family) are likely neurodivergent. This could mean they’re living with ADHD, autism, dyslexia, dyspraxia, or other cognitive differences that affect how they process information, communicate, or experience the world.
For small and medium-sized businesses (SMEs), supporting neurodivergent team members can feel overwhelming—especially if there isn’t a dedicated HR team or formal policies in place. But it doesn’t have to be complicated. In fact, smaller businesses often have an advantage when it comes to offering meaningful inclusion due to their flexibility, close-knit teams, and adaptability.
What Does Neurodivergence Look Like at Work?
Neurodivergent people experience and interact with the world in various ways—and that includes how they work. While no two people are the same, there are common traits across different types of neurodivergence that can affect communication, focus, planning, and energy levels.
For example:
- ADHD may involve difficulty with sustained attention, impulsivity, and restlessness—but it can also manifest as hyperfocus, where someone becomes intensely absorbed in a task (often when a deadline is looming), alongside bursts of creativity and quick problem-solving.
- Autism can include a preference for routine, challenges with social cues, or heightened sensory sensitivities—but it often brings strengths like deep focus, strong memory, and remarkable attention to detail.
- Dyslexia might impact reading, spelling, or memory recall—but many individuals with dyslexia are highly verbal, imaginative, and innovative thinkers.
These traits can be strengths—but some are still misunderstood in professional settings. Time blindness (difficulty sensing the passage of time), sensory overload (especially in noisy environments), task avoidance (often linked to executive functioning, not laziness), or ‘over-talking’ in meetings (as a way to process thoughts out loud) can all be misread as poor performance or lack of professionalism.
It’s important to understand: these aren’t personal failings—they’re differences. With small adaptations, they can be managed effectively, and people’s strengths can be supported to flourish.
Why Many Adults Are Only Now Realising They’re Neurodivergent
Many individuals don’t realise they’re neurodivergent until well into adulthood. They may have long suspected their brains work differently, or they may have received mental health diagnoses that, while possibly valid, didn’t fully explain the root of their experiences. Some try counselling or coaching that helps for a while, but the same issues keep coming back—often because the support isn’t designed with neurodivergent minds in mind.
Growing awareness in schools is helping more children get diagnosed—and that’s having a knock-on effect for their parents. As children receive assessments and support, adults begin to notice familiar patterns in themselves. In fact, it’s common for parents to be diagnosed after attending appointments for their children.
Neurodivergence and Industry Fit
The NHS estimates that around 1 in 7 people are neurodivergent, although the actual number is likely higher. Certain industries tend to attract larger proportions of neurodivergent individuals, often because the roles align well with their strengths:
- Creative industries, such as architecture, design, journalism, arts, and entertainment, often attract people with ADHD and dyslexia due to their dynamic and creative nature.
- STEM fields (science, technology, engineering, and mathematics) are filled with analytical thinkers, many of whom are neurodivergent, including individuals with autism or ADHD.
- Construction: According to the National Federation of Builders, around 1 in 4 construction staff are neurodivergent, reflecting the industry’s practical, hands-on nature and emphasis on problem-solving.
These roles tend to suit the way many neurodivergent people think and work—but that doesn’t mean challenges disappear. Someone can be highly skilled and still struggle with deadlines, emotional regulation, or stress at home that spills into work.
Neurodivergence Is Not a Deficit
Neurodivergence simply refers to natural differences in how human brains function. The term “neurodivergent” can feel uncomfortable for some, as it implies a deviation from the norm—others embrace it as a superpower. Many people prefer the broader term neurodiversity, which recognises that everyone’s brain works differently.
The key is not to assume. One person with ADHD might be highly organised and punctual, but another might struggle with time management and staying on track. Similarly, someone with autism might love group discussions but find unpredictable tasks challenging. Diagnostic labels are useful—but they need to be paired with a deeper understanding of the individual.
When neurodivergent employees are truly supported, the results can be powerful: improved creativity, loyalty, problem-solving, and wellbeing.
Tips for Creating a Neuro-Inclusive Workplace
You don’t need to overhaul everything to be more inclusive. Small, intentional changes can make a big impact. Here are a few starting points:
- Don’t Assume You Know Someone’s Experience
Even with a good understanding of the condition, each person’s experience is unique. Listen to individuals and invite open conversations without judgement. - Normalise Reasonable Adjustments
Let all employees know they can request reasonable adjustments. This reduces stigma and encourages others to speak up. For one person, it might be written instructions. For another, it might be a later start due to childcare responsibilities or anxiety. - Make It Clear You’re Inclusive
A simple neurodiversity statement on your website or job ads helps people feel safe to disclose. It also encourages those who may be undiagnosed to seek support, knowing they’ll be met with understanding. - Create a Culture of Listening
You don’t need all the answers. If someone brings up a challenge, respond with curiosity and kindness. There are plenty of free resources and services (like Access to Work) that can help support employees with coaching, equipment, or workplace support. - Be Flexible in How You Communicate
Offer alternatives to written tasks (e.g., voice notes).
Be clear in expectations—avoid vague instructions.
Provide information in advance for meetings where possible. - Be Mindful of Social Expectations
Don’t make social events mandatory. Some neurodivergent individuals find social gatherings overwhelming or draining. Allow people to opt in or out without pressure. - Adapt Performance Reviews
Rigid metrics don’t always tell the full story. Focus on outcomes, strengths, and development, rather than how someone gets there.
The Hidden Challenges: What You Might Not See
Some of the most significant challenges neurodivergent individuals face are not outwardly visible—and often go unspoken. Someone may appear high-performing and capable on the surface, but behind the scenes, they may be grappling with intense emotional regulation difficulties, Rejection Sensitivity Dysphoria (RSD), or executive functioning struggles that affect their energy, focus, and ability to manage their time.
- Emotional regulation challenges can mean that a seemingly minor change—like a last-minute meeting, a poorly worded email, or unexpected feedback—can trigger a disproportionate emotional response. This isn’t about being “too sensitive” or dramatic. For some neurodivergent people, their nervous system reacts more intensely, and it can take longer to return to a calm, productive state. This may lead to exhaustion, burnout, or even avoidance of situations that feel emotionally risky.
- Rejection Sensitivity Dysphoria (RSD) is common in people with ADHD and some other forms of neurodivergence. It can cause extreme emotional pain in response to perceived criticism, rejection, or even neutral feedback. Someone may appear to be taking things “too personally” or reacting strongly to constructive input—but in reality, their response is rooted in a deep-seated sensitivity that can feel overwhelming and involuntary. This fear of criticism can also cause people to hold back ideas, mask their difficulties, or avoid asking for help—just to stay under the radar.
- Executive functioning refers to the brain’s ability to plan, prioritise, start tasks, stay on track, and follow through. When these functions are impaired—as they often are in ADHD, autism, and other forms of neurodivergence—it can look like procrastination, lateness, or missed deadlines. But it’s rarely due to laziness or poor attitude. Instead, it may take someone significantly more effort to get started, stay focused, or switch between tasks—especially under stress.
These internal struggles often go unnoticed in busy workplaces, particularly when output remains strong. But that can come at a cost: masking, overcompensating, and trying to “appear fine” takes a mental toll and leads many neurodivergent employees to burnout. This is especially true for women, who are less likely to hold senior roles with access to support such as PAs or dedicated teams. Without that structural support, executive functioning challenges can become more visible — and more exhausting — as they juggle every detail themselves.
Creating a workplace where people feel safe to be honest about these struggles can make all the difference. That means moving beyond just performance metrics or annual reviews. It’s about building a culture where employees feel they won’t be judged or penalised for sharing that they’re struggling to focus, feeling overwhelmed, or anxious about feedback. Managers don’t need to have all the answers—but making space for these conversations, showing empathy, and being open to adjustments can go a long way.
Final Thoughts: Fostering a Neuro-Inclusive Workplace
You don’t need to become a neurodiversity expert overnight, but being willing to listen, adapt, and create an environment where everyone feels seen and supported can unlock the full potential of your team.
By fostering neuro-inclusion, small and medium-sized enterprises (SMEs) can build workplaces where everyone’s brain is welcomed and valued.
Creating a neuro-inclusive culture starts with a simple mindset shift—focus on the individual, not the assumptions you may have about their neurodivergence. If someone discloses they are autistic, ADHD, or have another neurodivergent condition, a great response could be:
“Thanks for letting me know. Feel free to share your experience or any specific needs you may have so I can better support you.”
Try to avoid replies like “You don’t come across as autistic” or “I didn’t think people with ADHD could be organised,” however well-intended these comments might be.
By staying open and respectful, you show that you’re willing to learn how best to support them. Remember, neurodivergence isn’t a one-size-fits-all condition—each person has their own unique strengths and challenges.
If you suspect someone may have neurodivergent traits but they haven’t shared them with you, and you feel it’s appropriate to address the topic, it’s important to approach the conversation with care and support. A good way to begin might be:
“We know everyone works differently, and we’re trying to be more mindful of different ways people process information and manage tasks. If there’s anything we can do to support your working style — things like clearer briefs, flexible deadlines, or help with prioritising — just let me know. You don’t need to share anything personal; we just want to make sure everyone can thrive.”
This invites an open dialogue without making assumptions, creating a safe space for the individual to share their needs if they feel comfortable.
You can also reflect this inclusive mindset on your website or in job descriptions with a statement like:
“We are an inclusive employer and welcome individuals of all neurotypes. If you have specific needs or require adjustments, please don’t hesitate to reach out—we are committed to supporting everyone’s success.”
Ultimately, creating a workplace where everyone feels understood and accommodated leads to a stronger, more innovative team. The key is to focus on what each person can contribute, rather than reducing them to a label. When employees feel seen and supported, they are empowered to excel.
Rosie Elvin offers neurodiversity in the workplace training to help teams better understand and support their neurodivergent colleagues. If this is something you’d be interested in exploring for your organisation, you can find out more and get in touch with her via the ADHD Focus website: