Psychological safety is often talked about as a cultural goal, but in reality it is created, or undermined, in everyday management moments.

For neurodivergent employees, psychological safety is rarely about grand gestures. It is shaped by how meetings are run, how feedback is given, how questions are received, and how safe it feels to be honest about what helps them do their best work.

Managers play a central role here. Not because they need to be experts in neurodiversity, but because small, consistent behaviours can have a big impact.

Psychological safety starts with predictability and clarity

One of the most effective ways managers can create psychological safety is by reducing unnecessary uncertainty.

Many neurodivergent employees thrive when expectations are clear and predictable. That might mean being explicit about priorities, explaining what good looks like, or following up verbal conversations in writing.

When people know what is expected of them, they spend less energy second guessing and more energy focusing on their work. That sense of clarity builds trust and confidence over time.

Making it safe to ask questions

In psychologically safe teams, asking questions is seen as a strength, not a weakness.

Managers can reinforce this by how they respond in the moment. A calm, supportive response to a question signals that curiosity and clarification are welcome. A rushed or dismissive response can have the opposite effect, even if it is unintentional.

This matters particularly for neurodivergent employees, who may already be weighing up whether it feels safe to speak up. When managers consistently respond well to questions, people are far more likely to engage openly.

Research published by Harvard Business Review shows that teams with higher psychological safety are more willing to share ideas, raise concerns and learn from mistakes. That openness starts with everyday interactions.

Valuing different communication styles

Psychological safety grows when people feel accepted for how they communicate, not pressured to conform to a single style.

Managers can support this by recognising that contribution does not always look like speaking quickly in meetings. Some people think best in writing. Others need time to process before responding. Some are more comfortable contributing one to one.

Inviting input in different ways, and not equating confidence or speed with competence, sends a clear message that different working styles are valued.

Responding to feedback with openness

How managers respond to feedback has a huge influence on psychological safety.

When feedback is met with defensiveness or dismissal, people quickly learn to stay quiet. When it is met with curiosity and appreciation, people are far more likely to speak up again.

This does not mean managers have to agree with everything they hear. It means acknowledging perspectives, explaining decisions clearly, and showing that input is taken seriously.

Over time, this builds a culture where honest conversations feel possible.

Supporting performance without creating fear

There is sometimes a concern that focusing on psychological safety means avoiding challenge or lowering standards. In practice, clear and supportive performance conversations often increase safety rather than reduce it.

Managers who are clear, fair and consistent in how they talk about performance tend to create more trust, not less. When expectations are explicit and feedback is specific, neurodivergent employees are better able to understand what is required and how to succeed.

This aligns with research highlighted by McKinsey & Company, which shows that inclusive leadership and psychological safety support stronger performance and engagement across teams.

Modelling openness as a manager

Managers do not need to share personal details to model openness. Simply being honest about how they work, how they prefer to communicate, or when they need clarity themselves can make a difference.

This normalises difference and reduces the pressure on neurodivergent employees to mask or over adapt. It also sets a tone where conversations about working preferences feel normal, not awkward.

Our Working Styles Guide is a great place to start.

Designing safety into everyday ways of working

Psychological safety is reinforced when it is built into how work happens every single day.

Managers can support this by:

• Setting clear agendas for meetings so neurodivergent employees know what to expect and can prepare
• Sharing information in advance, especially around big changes
• Giving people time to think and respond when in meetings
• Being explicit about decision making

These small design choices reduce pressure and make participation easier for everyone.

A positive opportunity for managers

Creating psychological safety is not about perfection. It is about consistency, intention and willingness to learn.

When managers focus on clarity, openness and respect for different ways of thinking, neurodivergent employees are far more likely to contribute fully and confidently.

That is good for individuals, teams and organisations alike.

How Enna supports managers to build psychological safety

At Enna, we work with organisations to help managers build the confidence and skills needed to create psychologically safe environments for neurodivergent employees.

Our manager training focuses on practical, real world management. That includes helping managers develop inclusive communication habits, have confident conversations, and understand how everyday decisions shape psychological safety.

When managers feel supported, psychological safety becomes part of how work is done, not an abstract concept.