Dear Reader,
This week's newsletter is inspired by a conversation I had about the true impact on an individual of not providing the necessary support in the workplace, despite requests, and captures why our efforts matter so much. Acas has recently published new guidance on neurodiversity following research that reveals some sobering truths about workplace inclusion.
The findings expose a fundamental problem that goes far beyond policy and process - it's about trust, safety, and the lasting impact of workplace experiences on individuals who've been let down before.
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What's the data saying?
The statistic that stands out is 72% of line managers report that employees don't disclose their need for reasonable adjustments. This isn't about people not needing support - it's about people not feeling safe enough to ask for it.
The Acas research of 1,650 line managers reveals the full scope of the problem:
- 59% lack knowledge about how to make reasonable adjustments
- 45% report a lack of organisational knowledge about neurodiversity
- 39% find it challenging to have conversations about adjustments
These numbers tell a story of systemic failure. We have legislation protecting neurodivergent employees, policies promising support, and awareness campaigns promoting inclusion. Yet nearly three-quarters of people who need adjustments feel unable to ask for them.
This isn't just about missing talent or reducing legal risk - though both are important. When 72% of neurodivergent employees feel unsafe requesting basic support, we're creating workplaces where people mask their authentic selves, exhaust themselves trying to meet impossible standards, and ultimately either underperform or leave entirely.
The human cost is enormous, but the business impact is equally significant: organisations are paying for talent they can't fully utilise because the environment doesn't allow people to work at their best.
Source: Acas publishes new advice to raise awareness of neurodiversity at work | Acas
Stories from the workplace
This data reminds me of the most challenging aspect of my work: helping neurodivergent individuals overcome workplace trauma from previous experiences. I regularly meet brilliant professionals who carry scars from organisations that promised support but failed to deliver.
One person I have worked with had requested simple adjustments at their previous company - access to coaching to support building coping strategies, and an occupational health recommendation that the team have neurodiversity training. Both requests were unsupported. This led to ongoing friction between the line manager and employee, leaving them feeling alienated and lacking capability until they finally left.
When they joined their new organisation, they were so traumatised by this experience that they were reluctant to disclose their neurotype or request any adjustments, despite the new company having excellent neurodiversity policies. They spent months struggling silently, masking to appear "normal," until their performance began to suffer and their mental health deteriorated.
This is the hidden reality behind that 72% statistic. It's not just about current workplace policies - it's about the cumulative impact of previous experiences that teach people it's safer to struggle in silence than risk being seen as "difficult" or "high-maintenance."
They have now disclosed, and fortunately for them, the evidence is that the latest organisation are doing all they can to support. For me, it is amazing to see an organisation committing to not only training their line managers, but seeing that learning being put into action, and the individual is finally getting the coaching previously requested at the last organisation. But getting over the trauma of what went before will take time.
Even when organisations have the best intentions and robust support systems, they're competing against years of workplace conditioning that has taught neurodivergent individuals that disclosure leads to discrimination, not support. Breaking through this learned mistrust requires more than policies - it requires consistent, demonstrated commitment over time.
One change for immediate action
Create proactive adjustment conversations rather than waiting for disclosure.
Instead of asking "Do you need any adjustments?" (which puts the burden on employees to identify as needing "special" support), try this approach:
"We recognise that everyone works differently and has preferences that help them perform at their best. I want to understand what conditions and approaches work best for you so we can set you up for success."
Then offer specific examples: "Some people prefer written instructions, others like verbal briefings. Some work better with morning focus time, others prefer collaborative scheduling. Some need quiet spaces, others thrive with background activity. What combination works best for you?"
This approach normalises different working styles without requiring anyone to disclose a condition or justify their needs. It positions adjustments as performance optimisation rather than disability accommodation.
The key is making these conversations routine for everyone, not just when someone discloses neurodivergence. When adjustments become standard practice rather than special requests, that 72% statistic starts to shift because people no longer need to identify themselves as "different" to access support.
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Have you booked your speaker for National Inclusion Week?
Get in touch to see how I can support you.
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And finally, a question for you?
Have you noticed reluctance from team members to request adjustments or support, even when it's available? What do you think creates that hesitation?
Hit reply and share your observations—I'm particularly interested in any strategies you've found effective for creating psychological safety around workplace needs.
See you next week!
Tania
FIVE ways you can work with me:
- Neuro-inclusive Recruitment Audit: Understand what practical steps you can take to ensure your recruitment process is inclusive for all.
- Training: From line managers to leaders, global HR teams to recruitment, awareness sessions to champion training.
- Consultancy: Policy writing, process redesign, reviewing neurodiversity materials, data, ERG launches - anything neurodiversity at work related!
- Coaching: One-to-one coaching to help support an individual navigate the world of work as someone who is neurodivergent
- Speaking: From a fireside chat to a keynote, podcast guest to panellist
Reply to this email to find out more!
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