Most workplace miscommunication isn’t anyone’s fault. It happens when a message relies on things the sender assumes everyone shares: the same reading of a vague phrase, the same sense of what “soon” means, the same comfort with a phone call. Neurodivergent colleagues, including autistic, ADHD and dyslexic people, often process and share information in different ways, and those hidden assumptions are where things go wrong.
The good news is that the habits that make communication clearer for neurodivergent people make it clearer for everyone. A simple way to check your own is the “7 Cs” of communication: clarity, conciseness, coherence, completeness, courtesy, consideration and concrete language. Here’s how each one applies.
1. Clarity
Say what you mean. Idioms, jargon and hints can be read in more than one way, so swap them for plain statements. “Let’s touch base” becomes “Let’s have a 20 minute meeting on Thursday to discuss the project.” “Think outside the box” becomes “Can you suggest two other ways we could approach this?”
When you’re explaining a new process, give the steps in order and add a visual where it helps.
2. Conciseness
Long emails with the key request buried in paragraph four are hard work for anyone, and harder if you process written information differently or find it tough to filter out detail. Put the action at the top. Use short paragraphs or a brief list for the points that matter, and leave out background nobody needs to act on.
For example, instead of opening with the history of a project, start with the objective, what you need from the person and by when.
3. Coherence
Organise information so it can be followed in order. In a written update, headings help. In a meeting, share an agenda beforehand and stick to it, flagging clearly when you change topic. Sudden jumps between subjects make it harder for people to keep track, especially if they’re also managing a noisy room or a fast moving discussion.
4. Completeness
Give people everything they need to do the task: what, why, by when, what “done” looks like, and who to ask if they’re stuck. Many neurodivergent people prefer explicit expectations to unwritten ones, and it’s fair to say that most new starters do too. If something is flexible, say so. If it isn’t, say that as well.
Invite questions, and mean it. A colleague who checks the details is making sure the work comes out right.
5. Courtesy
Respect different communication styles. Some colleagues need time to process a question before they answer, so don’t fill the silence or move on too quickly. Some won’t make much eye contact, and that tells you nothing about whether they’re listening. Make sure quieter people get space to contribute in meetings, and acknowledge their input when they do.
6. Consideration
Ask people how they prefer to communicate, then use it. Some people do their best thinking in writing and would rather get a message than a surprise call. Others want a quick chat instead of a long email chain. Offering agendas in advance, written follow ups after meetings, and the option of cameras off on video calls costs very little.
A short working styles guide is an easy way for everyone on a team to share their preferences without having to disclose anything personal. It’s also worth knowing about rejection sensitive dysphoria, which can make feedback land harder than you intended.
7. Concrete language
Abstract goals are hard to act on. “Let’s increase productivity” leaves people guessing. “Let’s move the weekly report into the new software so we stop copying figures by hand” gives them something to do. When you explain a new policy, use a specific example of how it will change someone’s day.
A quick checklist before you hit send
- Could this be read more than one way?
- Is the action or request near the top?
- Have I said when it’s needed and what good looks like?
- Have I offered a way to ask questions?
- Am I using the channel this person prefers?
Why this matters for the whole team
When communication breaks down, the cost shows up in rework, conflict and people leaving. A recent tribunal case shows how badly things can go when ADHD communication differences turn into workplace conflict. Employers also have legal duties here: Acas guidance on neurodiversity adjustments notes that employers should offer support whether or not someone has a diagnosis, and changes to how information is shared are often among the simplest adjustments to make.
For managers in particular, our guide on how managers can communicate effectively goes further into one to ones, feedback and instructions.
How Enna can help
Good intentions only go so far if people don’t know what to change. Our neuroinclusive communication workshop gives teams practical tools they can use the same day, from writing clearer emails to running meetings that work for different thinkers. Where one person needs more tailored support, a workplace needs assessment pins down the adjustments that will make a difference.
Want to talk through what your team needs? Book a call with us.
