Autism is still widely misunderstood, and some of the words we use make that worse. Autistic people have neurological differences that show up in a different way for every person. A line we use in our training sums it up: “If you’ve met one neurodivergent person, you’ve only met one neurodivergent person.” We can’t say it often enough.
That is exactly why so many autistic people are rejecting the labels “high functioning” and “low functioning”. This post explains what the terms mean, why they cause harm, and what employers and colleagues can say instead.
What do “high functioning” and “low functioning” mean?
Both terms are still used to describe autistic people, yet they flatten something far more varied than a single score.
“High functioning” usually refers to someone who gets to work, keeps on top of daily tasks and maintains relationships with little visible support. They may do well academically or at work, which can make their autism harder for others to spot. “Low functioning” is usually applied to someone who needs support in several areas of life, such as personal care or communication.
Why functioning labels cause harm
Functioning labels are not a diagnostic tool, and many autistic people now reject them outright. Cardiff’s National Centre for Mental Health sets out the problem clearly in The Fallacy of Functioning Labels, written by an autistic campaigner.
“Low functioning” can strip away autonomy
Someone labelled low functioning may be treated as if they can’t make decisions for themselves. They may be told what they can’t achieve, or have choices made for them by people who assume they know better.
“High functioning” can hide real need
Someone labelled high functioning may be dealing with intense sensory overload and close to a meltdown, yet get no support because nobody can see it. If they do speak up, they may even get pushback, because colleagues are used to seeing them manage without help.
Autistic experience changes from day to day
Labels ignore how much autistic experience shifts with the environment. A well-meant comment that lands badly, or a sudden change of plan, can cause the same level of distress for two autistic people. One shows it outwardly. The other processes it internally. The distress is the same.
You can’t judge what someone is going through from how they react or cope, and this is where functioning labels let people down. They feed the idea that you can be “more” or “less” autistic. Autism isn’t a straight line from mild to severe. It looks more like a web of different traits that vary from person to person, which is why we describe it as a spectrum rather than a scale. The images below show the difference.
Someone may communicate easily at home and find public settings much harder. Another person may look like the perfect employee, hitting every target, while the effort of doing that in an environment not built for them leaves them needing hours or days alone to recover. Labels can’t capture any of that. They also ignore intersectionality, where race, class and culture shape how an autistic person experiences the world and expresses themselves.
What language should I use when talking about autism?
The words we use shape how people see autistic colleagues. Terms like “high functioning” and “low functioning” reinforce stereotypes and hide the variety described above.
Many autistic people prefer to talk about support needs instead, for example “high support needs” or “low support needs”, and to recognise that those needs can change over time and from place to place. Better still, ask the person what they need. Clear, respectful language opens up honest conversations and makes it easier to agree practical support. Our guide to the “everybody is on the spectrum” microaggression covers another phrase worth retiring.
How can employers better support autistic employees?
Language is the starting point. The bigger job is building a workplace that works for autistic people, whether they are in the office or working from home.
Every autistic person is different, and their support needs may change depending on the environment, their workload or what is happening outside work. Regular one-to-ones and open conversations help managers spot when needs change. Listening and then putting reasonable adjustments in place makes a real difference, and our page on autism in the workplace goes into more detail.
Dropping functioning labels won’t fix everything. It does push people to look at the individual in front of them and ask what would help, which is where good support always starts.
How Enna can help
If your managers still reach for functioning labels, a short session can change how they talk about autism and how they respond when someone asks for support. Our Neurodiversity 101 workshop covers the basics for whole teams, and Supporting and Managing Neurodivergent Employees gives managers practical tools for one-to-ones and adjustments.
When an individual needs tailored support, our workplace needs assessments set out clear, practical recommendations. To talk it through with us, book a call with the Enna team.
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