Neuroinclusive leadership: Designing work so different minds can contribute

You know that feeling when a GPS says "turn left in 400 metres," and you have absolutely no idea what 400 metres looks like from behind a wheel? That's roughly what workplace instructions can feel like to members of your team, every single day.

So today, let's talk about leading people whose brains process work differently to yours, and how to seamlessly integrate it into the broader team dynamic.

Understanding executive function

I've managed people who cared enormously about a piece of work and still missed the deadline. But it wasn't from laziness. The gap sat between wanting to do it and knowing how to start it, which is a different problem.

Asking for a project by Friday works fine if the brain behind it naturally breaks big tasks into steps. It's close to useless if it doesn't.

Three things that help here:

1. Break it down: Hand over stages with mini checkpoints, rather than one looming deadline.
2. Name the first step: Define what starting actually looks like, not what finished looks like.
3. Check in early: A five-minute look at progress on day two beats a panicked one on day four.

Rather than opening a conversation with a few employees separately, start a group conversation about working styles and the type of support your team members want from you. As always, stay aware of unconscious biases creeping in — the people asking for help are likely the ones working hardest to meet you.

Communicating without guesswork

In meetings, say exactly what you mean to increase the chances workers do exactly that, reliably, without the political interpretation others may apply.

Communication issues can arise when leaders speak in hints and expect the subtext to land on its own. Drop the hedging. Say exactly what needs to change and why. While a lot of offices run on inferences these days, direct, respectful communication makes it faster for you and clearer for them.

Supporting sensory and attention needs

Open-plan offices, back-to-back calls, harsh lighting: none of it is neutral. For employees managing sensory sensitivity, a full day of it can cost significant energy because it draws on the same attention reserves they need for the actual job.

Here are a few low-effort fixes worth offering:

• Space agility: Let people pick where they sit or work from, where possible.
• Camera flexibility: Cameras on isn't a proxy for engagement.
• Advance notice: Flag changes to plans as early as you know them, not as they happen.

I've watched a last-minute agenda swap completely derail someone, not because the new topic was hard, but because they'd spent the morning preparing for an entirely different one. Note that here, we're not talking about making "special efforts" for a small group of people. Flexibility, respect and clear, early communication apply regardless of who you're managing.

Handling change and difficult conversations

When something needs to shift, say so plainly and give people a moment to reset before diving in. When you need to ask what would help someone do their best work, ask exactly that, then act on the answer without requiring an explanation behind it.

The 2024 APS Employee Census found 8.8% of respondents considered themselves neurodivergent, and a further 9.3% considered that they could be — and that's only counting the people who felt safe enough to say so on a workplace survey. Plenty more are managing it without ever raising it with you.

The standard doesn't move

You expect good work. That doesn't need to change. Your team's capable of delivering quality; however, they may all have different pathways to the finish line (which goes for neurotypical employees as well).

Break down work into stages, use plain language instead of hints and prioritise structure over surprise. Of course, keep the door open for anyone who wants to have a conversation or seek support as they work towards their KPIs in whichever way works for them.

Strengthen neuroinclusive leadership with further education

Genuinely inclusive leadership is built over the long-term, one adjusted habit at a time. If you want to take this further, explore ICML's Workplace Diversity training to learn the practical tools behind leading neurodivergent employees well.