07th Nov 2025 by Adjust
I Think a Member of my Team might be Neurodivergent – What should I do?
At Adjust, we often hear this question from managers and HR during our Neurodiversity training: What should I do if I think someone in my team is neurodivergent?
Around one in five people are neurodivergent. Yet according to recent CIPD research, fewer than half feel comfortable being open about it at work. As a manager, you may notice that an employee works or communicates differently. As a result you start to wonder if the person could be neurodivergent.
As Sarah Stevens, Co-Founder and People Director at hoomph, an HR consultancy, explains:
“Sometimes a client will approach me with what they see as a performance or behavioural issue, but those situations aren’t always what they seem. It could be that the employee is neurodivergent and hasn’t been given the right strategies or support. When we take the time to look a little deeper, we find that setting clear expectations and making small, thoughtful adjustments can make a huge difference.”
Sarah’s experience highlights something important. What looks like a performance concern might be an opportunity to better understand an employee’s needs and strengths. With curiosity, empathy and a few small changes, managers can unlock potential that might otherwise be overlooked.
Many neurodivergent employees may not have a formal diagnosis. Others may feel uncomfortable being open about their neurotype at work, often because of stigma or concern about being treated differently. For some, sharing more about how their brain works can feel like taking a significant personal risk. A manager’s role is to build trust and create conditions that make it safe for employees to be open if and when they choose to be.
Regular 1:1s provide a good opportunity for these conversations. Because they are already part of your rhythm of support, they offer a natural, private and less pressured setting to talk about what’s helping and what might need to change. It is also worth thinking carefully about the timing and environment. Choose a calm, quiet space without bright lights or background noise, and avoid busy or open areas that could feel overwhelming. Try to schedule the discussion at a time of day when the person is less likely to feel tired, overloaded or distracted. These small details can make a big difference to how comfortable and focused someone feels.
Ways to approach the conversation
1. Start with strengths
Begin by highlighting what the employee does well. For example, you could say, “You bring a lot of creativity and problem-solving skills to the team.” Then mention areas that seem more challenging and ask if there is anything that would help make things easier. Leading with strengths is good management practice, but it is particularly important for neurodivergent employees. Neurodivergent children and young people receive far more negative feedback and corrective messages than their peers. This often continues into adulthood and the workplace. For anyone who experiences Rejection Sensitive Dysphoria or anxiety about feedback, even small comments can feel personal. Starting with strengths shows that you value the person’s contribution and want to help them succeed.
2. Focus on support
“I want to make sure you have what you need to do your best work.” This opens up the conversation and reassures the employee that your goal is to support, not to criticise.
3. Explore practical adjustments
Ask open questions about what might make work easier. “Are there any adjustments or changes that would make things easier?” or “What helps you to work at your best? These questions give space for an individual to share what works without feeling pressure to label or explain anything personal.
4. Draw on past experiences
It can help to ask, “Are there strategies that have worked well for you in the past? What did you find useful in previous roles or at University?” .
These kinds of conversations give permission for openness without making assumptions. You are not asking someone to share anything personal. You are simply creating space for open discussion about how a person works best.
If an employee chooses to be open about their neurotype, listen carefully and acknowledge what they have shared. You can then explore practical adjustments together.
Avoid making assumptions or suggesting that someone might be neurodivergent. Focus instead on each person’s experience of work and what might help them succeed.
Even if a team member does not share that they are neurodivergent (maybe they don’t know) you can still adapt how you manage and communicate. Clear expectations, structured feedback, flexibility and accessible ways of working help everyone. Inclusive management strategies create a better environment for all employees while quietly removing barriers for neurodivergent professionals.
By creating safety, showing curiosity and focusing on individual strengths, you build the conditions for every employee to thrive, neurodivergent or not.
If you would like to learn more about managing neurodivergent employees get in touch with us.
