Whatever It Takes: Managing Neurodiverse Teams
How to manage neurodiverse teams in the professional workplace
If you want to lead a neurodiverse team, you need to learn how to do one thing. And that one thing is this: whatever it takes.
Leading a neurodiverse team means providing each contributor with all the support they’ll need to be successful. Once you’ve done that, you can lead your team anywhere.
Why should we care about managing Autistic people and neurodiverse teams? Because diverse teams matter. As inclusive leaders, we want to build teams that look like the world we live in. That world is neurodiverse. In order for diverse teams to work well together, we need to be able to successfully manage neurodiverse people.
Every person is unique. Two Autistic people, for example, may be as different from each other as an Autistic person is from a neurotypical person. We strive to avoid generalizing about this diverse population. Instead, we can suggest some ways for managers to help their neurodiverse teams get things done. Along the way, we’ll undo some stereotypes about working with Autistic people.
For help on this subject I consulted with some experts. I asked some Autistic people to weigh in, and I learned a lot from them. My new friends supplied many ideas that could be applied by any manager to any worker. I learned that Autistic people want many of the same things from their managers that we all want: clarity, kindness, consistency, and respect.
Managers sometimes struggle to respond to needs that seem unfamiliar or unique. But managers are hired to perform a role that’s defined by exactly that: address their teams’ essential needs. We are paid to unlock, unblock, and optimize productivity. Many ambitious applicants would leap at the chance to lead a neurodiverse team. If meeting their needs seems like too much to ask, you could always consider stepping aside and giving someone else a chance.
The best workers in the world want to work for leaders who support and celebrate neurodiversity. Here’s how you can give your team a boost as you elevate their chances of success:
Some people with neurological differences appreciate literal, direct language. Metaphors and symbolic language can complicate things. A straightforward approach also benefits teams who don’t share a native language. For those with auditory processing issues, communication in writing may be preferred. Closed captions on & cameras off as defaults might appeal to many. Have you heard the saying “This meeting could have been an email?” Try that out every now and then.
Celebrate the differences that neurodiversity brings to work. Colleagues may have verbal or behavioral differences that draw attention at first. Many are already “masking” by making exhausting, unsustainable efforts to suppress divergent traits and conform to neurotypical expectations. Ask yourself why the differences should matter if they don’t impact the work? Wouldn’t it be great if everybody could come to work just as they are? These differences might make your world more beautiful. Weird is wonderful!
Give positive feedback. Do this well enough, for long enough, and you may find you no longer need the other kind. Neurodivergent people have often experienced social trauma. Some may find negative feedback hard to handle. They might manage better if it’s constructive, specific, and kind. When giving feedback, poor eye contact or a flat facial expression might make you uneasy. Don’t stress about it! Just ask “Do you understand the feedback? What do you think about it?” You may be delighted by an Autistic person’s propensity for straightforward, honest answers.
Monotropism is a brain state with similarities to neurotypical “flow”. A concentrating worker is most productive when they’re not interrupted or asked to switch frequently between tasks. They may not hear you when you first start speaking. It helps if you go out of your way to make sure you’ve gained their attention first. Policies like “meeting-free Mondays” are a great way to accommodate these brain states. A manager can build trust by acknowledging that different people do their best work in different ways.
A core aspect of Autistic disability is difficulty in picking up cues that inform understanding of what others are thinking or feeling. Perception of the world is altered, especially in social situations. Incorrect assumptions might arise. If a misunderstanding occurs, a polite conversation will clear it up — “Hey, do we understand each other about this thing?” Interpersonal issues involving an Autistic person are the shared responsibility of all involved. Avoid assuming that an issue must be located in the context of the person’s differences.
Productivity improves when sensory needs are considered and met, like sound or light in their workspace, or routines that provide consistency. Ideally these are a “set and forget” arrangement. Some stress might result if the environment is disrupted. Stimming is repetitive rocking, sounds, flapping, or toys for play — maybe occasional or maybe all the time. It might seem unusual, but it’s important for self-expression and emotional regulation. Is this any stranger than the silly junk we all have on our desks?
You may find that jokes, sarcasm, irony, and exaggeration do not always land how you intend. You don’t have to become a total bore, boss. Just avoid the colorful language when it matters most to your workers. Be straightforward with important instructions, and when providing feedback on how a task was performed. Written lists can be helpful, maybe including a visual aid. Some people are practical learners who will absorb quickly from a mentor who can bring them up to speed.
Executive functions like prioritization, planning, and organization can be tough for some. Roles dependent on these skills might not suit a given candidate. For another, even the most sophisticated tasks could be accomplished brilliantly, delightfully, and perhaps in ways you might not expect. Make room and make time to find a way that works for them. For a neurodivergent person, the road to success may lead off the beaten path.
Encourage your employer to provide mental health resources globally. Many people learn of their own neurological differences well into adulthood. Workers from the non-Western world may arrive in the workplace with virtually no awareness of their own mental health. Companies that make Western-caliber mental health resources available to global teams have a chance to change the lives of Autistic employees.
Neurodivergent people can have several linked mental health conditions. These issues can be related, one condition can trigger another, or be brought on by external factors like stress, exhaustion, or burnout. A complex diagnosis can complicate things, but may also be well-managed by people who still perform very well at work. A severely disabled or mentally ill person can make a great employee. A diverse and supportive workplace that’s inclusive of this talent will attract the kind of people we all want to work with.
People with all kinds of differences deserve jobs that enable them to thrive. Not all Autistic people are suited to a job in a professional environment. Many can be outstanding contributors in an office, doing technical or knowledge work. Others will thrive with more supervision. It depends on the person and their individual strengths. An open conversation about expectations and needs is a great place to start.
It’s the manager’s job to match the right type of worker to the right kind of work. That’s true if you manage Autistic people, and it’s true if you don’t. The difference between a good manager and a great one is that particular ability to help someone cross the gap between their abilities and their full potential.
If you don’t feel like you understand neurodiversity well enough to lead, don’t despair. As long as you approach the challenge with patience and an open mind, you’ll do just fine. Nobody expects you to be an expert. A leader’s most important credential is the willingness to learn.
If you have an open mind and a diverse team, you’re ready to lead them wherever they need to go. So what’s the next step? It’s easy. Just do whatever it takes.
Note from the author: I am, at most, a career and leadership coach and an influencer on people management topics. I am not an expert on Autism or neurodiversity. I was supplied with research for this piece by my brother, who actually is an expert in this field. I also engaged several amazing neurodivergent reviewers and collaborators. If you have questions about Autism or neurodiversity in the workplace, do what I did: ask them. ⬇️
Neurodiverse people are the best advocates for their own needs. Several pointed out the same frustrating fact: Autistic people are often left out of important conversations that affect them, their work, and their lives. I am so grateful to all of the contributors for helping me see how important it is to never do that.
Thank you James Rechs, MSW, LICSW, Autism Society of Minnesota, for his invaluable research. Thank you to reviewers and contributors Lila Yakimova, Rodolfo Dengo, Natalie Hagen, Nick Passarella, Alex, John Mancuso, Victoria Cook, and David Lipkin.
Autistic Pride Flag by Autistic Empire is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. Based on a work at https://www.autisticempire.com/autistic-pride.