For a long time, I held negative views about my own neurodivergence. Growing up without a proper understanding of how my brain worked, I felt as though I was constantly failing to meet expectations at school, at work and in my personal life. I didn’t yet have the words to explain what I needed, and the traditional workplaces I found myself in seemed built for someone else.
The truth is, most of the time I enjoyed my work. But there were moments when the environment became overwhelming. Spending five days a week in an open-plan office, I started to burn out from the constant social interaction, the bright lights and background chatter, and the pressure of the clock. Getting in on time, making sure I hadn’t left anything important at home and keeping up with a busy office all added up until it became too much.
Then I started working from home, and I discovered how much more productive I could be. Being able to control my surroundings, from the lighting to the noise, made a huge difference. What made it work, though, wasn’t the room itself. It was the trust between me and my employer. Adjustments like this often cost nothing, and they can change how well a neurodivergent person feels and performs at work.
Why understanding neurodivergence matters
It wasn’t until I understood my ADHD that I realised I wasn’t the problem. The environment I had been working in was. My experience is far from unique. Workplaces are usually designed around one way of thinking and working, and people with ADHD, autism, dyslexia and other neurodivergent profiles often need adjustments to do their best work. Plenty of organisations are only starting to have that conversation.
Neurodivergent people don’t always experience or express things in the expected way, whether that’s pain, stress or enthusiasm. When healthcare, education and workplace systems don’t allow for that, people get misunderstood, overlooked or written off.
Awareness is growing, but there is still a long way to go. Misconceptions continue to block inclusion, which is why neurodiversity training for managers matters so much. Managers set the conditions people work in every day, and they are usually the first person an employee goes to when something isn’t working.
Common misconceptions about neurodivergence
Being a better ally starts with letting go of some persistent myths. Four come up again and again. We cover more of them in debunking common myths about neurodiversity in the workplace.
“Neurodivergent people are less intelligent”
This is simply untrue. Neurodivergence affects how people process information, not how intelligent they are. Many people with ADHD, autism or dyslexia are strong at creative problem-solving, pattern recognition or analytical thinking.
“All neurodivergent people are alike”
Neurodivergence covers a huge range of experiences. No two autistic people experience autism the same way, and no two people with ADHD have the same strengths or the same needs. Treat each person as an individual and ask them what helps.
“Neurodivergent people can’t succeed at work”
With the right workplace adjustments, neurodivergent employees do excellent work. Often the changes are small: flexible hours, control over lighting or noise, or the option to work from home. Success at work doesn’t follow a single template.
“Neurodivergent people don’t have social skills”
Some neurodivergent people approach social situations differently. That doesn’t make them less able to build strong working relationships or collaborate well. “Social skills” are often defined by narrow norms, and a different style of communicating is just as valid.
How employers can become better allies
Invest in training
Many managers want to do the right thing but don’t know where to start. Good training covers what neurodivergence is, how it shows up at work, how to agree adjustments and how to build an inclusive team. It also makes the workplace better for everyone, not just neurodivergent staff.
Build flexibility in
Flexible hours, remote working, quiet spaces and control over lighting and sound all help people manage their energy and workload. Offering them shows trust, and trust is what made the difference for me.
Focus on strengths
Too often employers start with what a neurodivergent person “lacks”. Start instead with what they do well, whether that’s creativity, deep focus or a sharp eye for detail, and design the role around it.
Communicate clearly
Ambiguous instructions cause a lot of unnecessary stress. Put expectations in writing, use checklists where they help, and make it normal to ask clarifying questions without judgement.
Rethink recruitment
Traditional interviews reward people who perform well under pressure in a social setting, which isn’t the same as being good at the job. Offer alternatives such as work samples or practical tasks, share interview questions in advance and give extra time for assessments where needed. Doing this widens your talent pool. Acas guidance on neurodiversity at work has more practical advice for employers.
The case for acting now
Neuroinclusion is fair, and it is also good business. Neurodivergent employees bring fresh ideas and different ways of approaching problems, and organisations that make room for them get the benefit. Simple adjustments and better understanding cost very little compared with losing good people to burnout.
How Enna can help
If my story sounds familiar from the employer’s side, a good first step is getting managers and teams on the same page. Our Neurodiversity Foundations for Managers course gives line managers the confidence to talk about adjustments and spot environmental barriers early, and our guide to reasonable adjustments and your legal responsibilities sets out what the law expects. Book a call to plan training for your organisation.
If you are neurodivergent and want to find an employer that offers this kind of trust, browse roles on the Enna jobs board or sign up for job alerts.
