Let’s be honest. For decades, management has been built on a kind of assumed blueprint. A blueprint for how to communicate, how to be productive, how to show up in a meeting. It’s a one-size-fits-all model that, frankly, fits fewer and fewer of us perfectly. And that’s where neurodiversity comes in—not as a problem to solve, but as a fundamental shift in perspective.
Neurodiversity is the idea that neurological differences—like Autism, ADHD, Dyslexia, and others—are simply natural variations in the human brain. They’re not deficits. Think of it like biodiversity in an ecosystem: a rainforest thrives because of its variety, not in spite of it. Our teams can, too.
So, what happens when this concept collides with traditional management practices? Well, it gets messy. And then it gets brilliant. It forces us to dismantle old habits and build something more flexible, more human, and honestly, more effective for everyone.
The Core Challenge: Mismatched Operating Systems
Here’s the deal. Many standard workplace practices are built for a neurotypical “operating system.” Open-plan offices, rapid-fire brainstorming sessions, vague instructions like “just be more proactive,” and a heavy reliance on social cues for performance reviews. For neurodivergent individuals, these can be like trying to run Mac software on a PC—it leads to crashes, burnout, and a ton of wasted potential.
The pain point is real. Managers see a talented employee struggling with “soft skills” or “team fit.” The employee feels exhausted from masking—constantly trying to appear neurotypical. It’s a lose-lose. But by adjusting our management practices, we can create a win-win that unlocks incredible talent.
Practical Shifts in Management Practices
Okay, so theory is great. But what does this look like on a Tuesday afternoon? It’s about moving from compliance to empowerment. Here are some concrete areas for change.
Communication: Clarity Over Assumption
Neurodivergent individuals often thrive on explicit, direct communication. Ambiguity is the enemy. This is a gift—it forces all of us to be clearer.
- Give context, not just tasks. Instead of “draft the report,” try “This report is for the CFO, who needs to justify budget for Q3. Key data points are in Sheet A. The tone should be concise and data-forward.”
- Embrace written formats. Not everyone processes info best in verbal meetings. Follow up with written summaries. Allow questions via email or chat. Use project management tools as a single source of truth.
- Say what you mean. Phrases like “read the room” or “take more initiative” are nebulous. Define what success looks like with specific, observable actions.
Workspace & Workflow Autonomy
Sensory environments and workflow rigidity are huge barriers. Flexibility is the ultimate accommodation—and it benefits neurotypical staff, too.
Offer real choices. Noise-cancelling headphones, permission to work in a quiet room, or flexible hours to capitalize on peak focus times. This isn’t about special treatment; it’s about providing the right tools for the job, just like you would with software.
Rethink the meeting, honestly. Does this need to be a live meeting, or could it be a threaded discussion? If it must be a meeting, provide an agenda in advance. This allows everyone, neurodivergent or not, to prepare and contribute meaningfully.
Performance & Feedback: The Growth Mindset Model
Traditional feedback often focuses on perceived gaps in social or executive function. A neurodiversity-informed approach focuses on outcomes and growth.
| Traditional Approach | Neurodiversity-Informed Approach |
| “You need to participate more in meetings.” | “Your written analysis after the meeting was incredibly thorough. How can we capture those insights during the discussion? Would you prefer to share thoughts on the agenda beforehand?” |
| “Your desk is too disorganized.” | “Let’s ensure your filing system works for you so you can access client data quickly. What do you need to make that happen?” |
| Vague annual review goals | Co-created, project-based goals with clear, measurable milestones. |
The Ripple Effect: Why This Makes Business Sense
This isn’t just about fairness—though that’s reason enough. It’s a powerful business strategy. Neurodivergent thinkers often bring strengths that are pure gold in today’s economy: hyper-focus, pattern recognition, innovative problem-solving, deep dives into specialized topics, and a different, often brutally honest, perspective.
By adjusting your management practices for neurodiversity, you’re not watering down standards. You’re widening the aperture for talent. You’re reducing turnover from burnout and disengagement. You’re fostering a culture of psychological safety where everyone feels they can ask for what they need to do their best work.
Think about it. Clear communication? Helps everyone. Flexible work options? A top demand post-pandemic. Outcome-based evaluations? More objective and fair. The changes that support neurodivergent employees often create a better, more humane workplace for the entire team.
Getting Started: It’s a Journey, Not a Checklist
Feeling overwhelmed? Don’t. You don’t need a perfect, all-encompassing policy on day one. This is about moving from a culture of assimilation to one of inclusion. Start small.
- Listen, individually. Have one-on-one conversations. Ask open-ended questions like “What’s one thing about your work environment that helps you focus?” or “What’s one barrier I could help remove?”
- Normalize accommodation. Frame flexibility as a standard practice. “We all work differently here. Let me know what you need.”
- Train, but wisely. Move beyond basic awareness training. Focus on actionable skills for managers: how to give clear instructions, how to design inclusive meetings, how to leverage strengths.
- Iterate. What works for one person may not for another. Be prepared to adapt continuously. It’s a process of learning, not a fixed destination.
And yeah, you might make mistakes. You might use the wrong language or overlook something. That’s okay. The intent to include, and the willingness to learn, matters more than perfection.
A Final Thought: Beyond Accommodation
Ultimately, the intersection of neurodiversity and management practices asks us a deeper question: What is work for? Is it about conforming to a set of social and behavioral norms, or is it about achieving goals, solving problems, and creating value?
When we lean into the latter, we stop seeing neurodivergence as a set of challenges to manage and start seeing it as a wellspring of cognitive tools we desperately need. We move from asking “How can we make you fit our mold?” to “How can we create conditions where your unique brain can thrive?”
The future of management isn’t about more control. It’s about more curiosity. It’s about building gardens where many different kinds of plants can grow—strong, together, and in their own way.