5 Ways Managers Can Help Neurodivergent Employees at Work

Many neurodivergent employees carry an invisible burden at work: the need to “mask.” Masking is when someone suppresses their natural tendencies, behaviours, or ways of thinking to fit into the neurotypical workplace. While it can help individuals navigate social or professional expectations, masking is mentally and emotionally exhausting. Over time, it can lead to burnout, anxiety, and disengagement.

As a manager, you are well placed to create an environment where employees feel safe enough to unmask, to show their authentic selves, bring their strengths to the forefront, and contribute without compromise. But this requires more than general inclusion policies - it requires intentionality, empathy, and a nuanced understanding of individual differences.

1. Understand that masking is complex

Masking isn’t just “shyness” or “being quiet.” It’s often a sophisticated adaptation to neurotypical norms. Recognising that masking is a survival strategy helps you respond with sensitivity.

For example:

• An employee who always agrees in meetings but rarely contributes ideas might be masking discomfort with speaking up in group settings.
• Someone who meticulously follows every process, even when it’s unnecessary, could be masking anxiety about making mistakes or being judged.
• Ask reflective questions like, “Are there ways we can make this process feel less taxing for you?” instead of “Do you have a problem with this?”

The key is to approach observations with curiosity, not correction. Ask questions like, “What’s draining you in this project?” or “Is there a way we can structure this so it feels manageable?” The goal is to open space for dialogue, not to “fix” them. By acknowledging the nuance of masking, you signal that you see the whole person - not just their output.

2. Build psychological safety, not just open-door policies

Psychological safety is the cornerstone of unmasking. It’s not enough to say, “My door is always open.” Employees need consistent, genuine reassurance that expressing themselves won’t lead to ridicule, microaggressions, or professional setbacks.

• Normalise conversations about neurodiversity within your team, using inclusive language and modelling vulnerability yourself.
• Recognise and value different communication styles - some may prefer written updates over spontaneous meetings, or direct, literal language over nuanced conversation.
• Safe doesn’t always mean loud or visible. Some employees need quiet reflection, written communication, or predictable routines to feel secure.
• Safe also means predictable social and sensory environments: open-plan offices, unexpected changes, and high-pressure social events can make masking inevitable.

Creating a culture where difference is expected and celebrated is far more powerful than a generic “everyone’s welcome” message.

3. Rethink flexibility beyond the obvious

Flexibility is often framed in terms of hours or remote work, but for neurodivergent employees, it’s deeper: it’s about shaping conditions that allow them to thrive cognitively and socially.

• Consider sensory needs: light, noise, or movement can profoundly affect focus and comfort.
• Respect processing differences: some employees may need extra time to respond, or prefer written communication over verbal discussion.
• Encourage autonomy: allowing employees to choose how they structure tasks or communicate can reduce the need for masking and enhance performance.

True flexibility is about adapting to the individual, not expecting them to adapt to you.

4. Lead with strengths, not deficits

Neurodivergent employees often have unique perspectives and skills that go underutilised when they feel they must conform. Managers who focus on strengths can invert that dynamic: shifting the lens from “what they can’t do” to “what they uniquely bring.”

• Match projects with an individual’s cognitive strengths and problem-solving styles.
• Acknowledge achievements in a way that aligns with their preferences - some may appreciate public recognition, others a private note of thanks.
• Encourage experimentation and creative input, signalling that unconventional approaches are valued, not just tolerated.

When employees feel their abilities are recognised, masking is less likely.

5. Have patience and curiosity

Unmasking is rarely a single moment. It’s gradual, iterative, and deeply personal. Some employees may take years to feel safe revealing their authentic selves in full. As a manager:

• Be patient. Don’t force openness and avoid interpreting silence or caution as disengagement.
• Normalise difference openly. Share your own learning moments or challenges to signal that authenticity is valued.
• Stay self-aware. Reflect on assumptions and unconscious biases that might pressure employees to continue masking.

By meeting employees where they are, without rushing, judging, or expecting uniformity, you create a space where unmasking becomes more likely.