Good communication is one of the most useful things a manager can get right with autistic employees. Most of what helps is simple: be clear, be consistent, ask rather than assume, and adapt the format to the person. None of it is complicated, and almost all of it makes communication better for the rest of the team too.
Below are practical ways to do this, with workplace examples. The names are illustrative, and every autistic person is different, so treat these as starting points for a conversation rather than rules.
Make it easy to raise needs
Autistic employees may communicate differently and may have sensory needs that affect how they work. Make it normal for anyone to say what helps them, and listen properly when they do.
Example: a noisy open plan office
Sarah, an autistic employee, finds it hard to concentrate in a busy open plan office. She raises it with her manager, James.
Sarah: “I’ve been finding it difficult to concentrate in the open plan area. The noise and movement make it hard to focus.”
James: “Thanks for telling me. Let’s find something that works. What would help?”
Sarah: “Noise-cancelling headphones might, and maybe a quieter desk.”
James: “Both sound reasonable. I’ll sort the headphones this week and look at desk options. Let’s check in a fortnight to see how it’s going.”
James doesn’t question whether the problem is real or ask Sarah to justify herself. He agrees practical steps and a date to review them. Open plan layouts create barriers for many autistic people, as we explain in how modern open plan offices fail autistic employees.
Use clear, concrete language
Many autistic people prefer direct, unambiguous communication. Idioms, hints and vague phrases like “when you get a chance” can leave someone guessing. Say what you need, by when, and what good looks like.
Example: briefing a new project
When explaining a new project to Michael, his manager gives a step by step outline in writing, a simple diagram of how the pieces fit together, and a clear deadline for each stage. Michael knows exactly what is expected and can get on with it.
Don’t read too much into body language
Autistic people’s body language and facial expressions may not match what neurotypical colleagues expect, and reading other people’s nonverbal cues can work differently too. Avoid jumping to conclusions about someone’s mood or engagement from how they look in a meeting.
Example: a quiet team member
During a large team meeting, John seems disengaged. Afterwards his manager, Lisa, checks in privately.
Lisa: “Have you got a minute? You were quiet in the meeting and I wanted to check how it was for you.”
John: “I was interested, but with so many people talking over each other I couldn’t find a moment to come in.”
Lisa: “That makes sense. Would it help to send your thoughts in writing beforehand, or to have a smaller catch-up on the project?”
John: “Both would. Smaller meetings especially.”
Lisa sets up a smaller weekly project meeting and starts sharing agendas in advance so everyone can prepare. John contributes far more as a result.
Back up words with visuals and writing
Written summaries, charts and diagrams help many autistic people process information in their own time. When discussing performance figures with Alex, his manager shares a simple visual summary before the meeting, so the discussion focuses on decisions rather than on decoding a spreadsheet.
Keep routines predictable
Predictability reduces unnecessary stress. Emma has a weekly check-in with her manager at the same time each week, with a short agenda shared the day before. When something has to change, her manager tells her as early as possible and explains why.
Give feedback privately and specifically
When Alex makes an error on a project, his manager raises it in a one to one rather than in front of the team, explains exactly what went wrong and what to do differently, and acknowledges what went well. Specific, private feedback is easier to act on. Our guide to giving effective feedback to autistic employees covers this in more depth.
Build understanding across the team
Communication is a two way thing. If the rest of the team understands autism, autistic colleagues don’t have to do all the adapting. Our post on communicating with neurodivergent colleagues is a good one to share, and the National Autistic Society’s guidance for employers is another useful resource. Many of the changes above can also be formalised as reasonable adjustments for autistic employees.
How Enna can help
Our Neuroinclusive Communication workshop gives teams practical tools for clearer meetings, messages and instructions. For managers, Neuroinclusive Management Conversations focuses on one to ones, feedback and difficult conversations. If you are supporting a particular employee, a workplace needs assessment will pinpoint the adjustments that will make the most difference. To find out more, book a call with our team.
