Neurodiversity describes the natural variation in how people’s brains work, and it includes ADHD, autism, dyslexia, dyspraxia and more. Awareness has grown a lot in recent years, but plenty of myths still circulate at work, and they create barriers that have nothing to do with anyone’s ability to do the job.
Before I understood my own ADHD, I often felt out of place in traditional workplaces. I could do the work. What wore me down was the bright office lighting, the constant social contact and the rigid time pressure. Once I understood how I work and made a few small adjustments, my productivity went up noticeably. I’ve written more about that experience in understanding neurodiversity and breaking down barriers at work.
Here are six myths I still hear, and why they’re wrong.
Myth 1: Neurodivergent people are less intelligent
This is one of the most damaging misconceptions, and it is simply false. Neurodivergent people think differently from neurotypical people. That says nothing about how capable they are, and many are particularly strong at creative thinking, analysis and problem-solving.
Some people with ADHD find long stretches of routine work draining but do their best work when things move quickly and decisions need making on the spot. Many autistic people bring deep focus, attention to detail and systematic thinking. Start from those strengths rather than from perceived deficits and you get far more from your team.
Myth 2: Neurodivergent people can’t succeed in traditional workplaces
Traditional offices do create barriers: bright lighting, noisy open-plan floors and rigid schedules. Remove or reduce those barriers with the right workplace adjustments and neurodivergent people do excellent work.
The changes are often small. Flexible hours, the option to work from home or access to a quiet space can make a big difference. In my case, working from home meant I could control the lighting and cut down distractions, and my work improved straight away.
Myth 3: Neurodivergence is rare
Neurodivergent people make up a significant share of the workforce, and far more than many managers assume. Because neurodivergence is often invisible, and many people never disclose (or don’t have a diagnosis), it’s easy to underestimate how many of your colleagues think differently. That is a good reason to design workplaces that work for different minds from the start, instead of waiting for someone to ask.
Myth 4: Neurodivergent employees are a liability
Some employers worry that neurodivergent people will need costly adjustments or won’t be as productive. That fear doesn’t stand up. With the right support, neurodivergent employees bring skills and perspectives teams would otherwise lack.
Employers who invest in training and adjustments typically see the benefits in engagement and loyalty well beyond neurodivergent staff. Training managers in particular gives them the confidence to have the right conversations early, before small barriers turn into bigger problems.
Myth 5: Neurodivergent people don’t have social skills
Some neurodivergent people experience social situations differently. That doesn’t stop them building strong relationships or being great colleagues.
Many autistic people prefer structured, direct communication and may take longer to warm up in new groups, then form close, loyal working relationships. Some people with ADHD are naturally sociable and energetic in a team but find long meetings hard going. Both are differences in style. Clear written instructions, time to process information and somewhere quiet to step away to help everyone communicate well.
Myth 6: Adjustments are complicated and expensive
Most adjustments for neurodivergent employees are simple and cheap: flexible hours, remote working, noise-cancelling headphones, changes to lighting, written agendas. In the UK, the government’s Access to Work scheme can also help pay for support that goes beyond what an employer is expected to provide. Many of these changes help the whole team, which makes them an easy win.
What employers can do
Train managers and staff
Training clears up misconceptions and gives people practical tools. Good sessions explain what neurodivergence is, highlight strengths and show how to put adjustments in place.
Build in flexibility
Remote work, flexible hours and quiet spaces help people manage their energy and environment. Trusting employees to work in the way that suits them builds respect and results.
Rethink recruitment
Traditional interviews and assessments create unnecessary barriers. Offer alternatives such as practical tasks, and share interview questions in advance so candidates can show what they can actually do.
Lead with strengths
Ask what someone does well and build their role around it. Creativity, attention to detail and intense focus are valuable, and they show up best when people aren’t fighting their environment.
How Enna can help
Myths fade fastest when people get accurate information from someone who knows the subject. Our Neurodiversity Deep Dive gives teams a thorough, practical understanding of neurodivergence at work, and Supporting and Managing Neurodivergent Employees is built for the managers who make adjustments happen. For a quick refresher, read our guide to how neurodiversity shows up at work. Book a call to discuss training for your organisation.
