A manager’s guide to supporting neurodivergent colleagues

What neurodivergence means for managers

Neurodivergence in the workplace isn’t a problem to fix - it’s a strength to embrace, and supporting neurodivergent employees starts with understanding, not assumptions.

From ADHD and autism spectrum conditions to dyslexia and dyspraxia, everyone’s experience is different. Managers don’t need to diagnose or solve - their role is to listen, adapt, and create an environment where people feel valued and supported. 

This is especially relevant for managers who are new to managing neurodivergent professionals with different needs, experiences and working styles.

Neurodiversity refers to natural differences in how people think, learn and process information, including differences in thinking styles. In the workplace, this means recognising these differences and adapting management approaches so people can contribute fully.

Why it matters: opportunity, not obstacle 

Neurodiversity and mental health conditions are closely linked at work, particularly for neurodiverse employees who feel misunderstood or unsupported. When people don’t feel understood or supported, stress rises, confidence drops, and everyday challenges can feel harder to manage.

Embracing neurodiversity helps shift the focus away from perceived limitations and towards strengths, contribution and long-term value.

When managers build support into everyday practice, it shifts the narrative: neurodivergent employees become a source of creativity, problem-solving and resilience - not a barrier.

For managers, raising awareness is a practical step towards better conversations, stronger trust, and more inclusive support.

Over time, this benefits not just individuals, but the wider organisation through better engagement and retention.

Without support, people with different working needs may disengage or mask their needs; with the right adjustments, they’re more likely to thrive and stay engaged.

Supporting neurodivergent colleagues as a line manager

Spot the signals 

Every individual is different, including how they communicate, process information, express themselves through body language or eye contact, and respond to feedback - communication styles can vary widely. But there are common behaviours that might indicate someone could benefit from additional support: 

• Distraction: struggles to stay on task or frequently loses items. 

• Avoidance: avoids presenting, networking or certain tasks that cause anxiety. 

• Overwhelm: shuts down, becomes defensive, or shows visible stress when tasks feel overwhelming or present unexpected difficulty.

Support, don’t self-diagnose 

Managers should never try to “label” behaviour or make assumptions about what’s involved.

Some neurodivergent people may also be recognised as a disabled person under the Equality Act, which is why it’s important to approach support, reasonable adjustments and occupational health guidance carefully and consistently.

For employers, this means focusing on fair, consistent support rather than labels or assumptions.

Instead, focus on support: 

• Ask open questions: “What makes work easier for you?” 

• Normalise reasonable adjustments, whether or not a diagnosis is shared.

• Use occupational health as your evidence-based partner. 
   

You might spot traits - but the point is to offer support regardless of whether they have a disability or not. You’ll never be on the wrong side of things if you start by being open and inclusive, and work towards building an inclusive workplace. This approach helps create a workplace where neurodivergent people feel supported, regardless of whether a diagnosis is shared.

Reasonable workplace adjustments for neurodivergent employees

Reasonable adjustments made simple 

Reasonable adjustments don’t have to be complex or costly - they’re about removing barriers in a way that helps people work effectively and do their best work.

In some cases, small changes to job descriptions or how tasks are framed can significantly reduce pressure and improve clarity.

Some adjustments may also support differences in sensory processing, particularly in busy or open-plan environments.

You don’t have to guess. There are excellent resources to guide you: 

ADHD UK reasonable adjustments list - from flexible deadlines to written instructions. 

Neurodivergence doesn’t mean every task is a struggle - often, small tweaks make the biggest difference. ADHD UK have published an excellent set of suggested workplace adjustments you can draw from when considering reasonable adjustments. Examples include: 

• Flexible deadlines or staggered tasks → a form of flexible working that breaks projects into smaller steps to reduce overwhelm.

• Written instructions and reminders → support memory, focus and clarity by following up conversations with a short email, checklist or shared document.

• Quiet spaces or reduced interruptions → help concentration and reduce distractibility. 

• Clear prioritisation → regular check-ins to confirm what’s urgent vs. what can wait. 

Explore the full list here: ADHD UK – Reasonable Adjustments 

Access to Work (gov.uk) - funding for practical aids like noise-cancelling headphones, partitions, or software. 

The UK Government’s Access to Work scheme provides funding for workplace adjustments and specialist support, improving work access for individuals who need additional practical support.

Eligible employees can self-refer, but as a manager you can highlight this option to show your support. Adjustments can include: 

• Noise-cancelling headphones or partitions → to minimise sensory overload in open-plan offices. 

• Specialist software or assistive tech → for focus, planning, or text-to-speech support. 

• Travel or job coaching support → where relevant to the role. 

Guidance and application details: Access to Work 

Regular reviews - adjustments aren’t one-off; check in and adapt. 

Support isn’t “set and forget” - reasonable adjustments should be reviewed and adapted over time to ensure they remain helpful. What works at first might need tweaking over time. Build review points into your normal management rhythm: 

• Check in at 1:1s → “Are these adjustments still working for you?” 

• Log agreements in Breathe’s performance tools → so you have a record of what’s in place. 

• Adapt as roles or responsibilities change → workplace adjustments may need to evolve, for example with a move to hybrid working.

• Stay flexible → some adjustments may be temporary; others might be long-term, and managers may need to add more detail as roles and circumstances change.

   

As Natalie explains: “The mistake is assuming what people need and spending thousands on the wrong adjustments. Always seek medical or occupational health advice first, so support is right for the individual.” 

Looking for more HR advice? Reach out to our Breathe Partner network