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Many organisations now have Mental Health First Aiders, and run wellbeing activities.  This can be a helpful starting point, but neurodiversity and mental health support works best when it is linked to everyday working practices. As Fern Brady writes in Strong Female Character:

“For most autistics existing in a world not built for them, anxiety is the baseline and constant background hum that their daily life has to play over.”

We offer a bite sized Neurodiversity and Mental Health session, co created by our wonderful Neurodiversity Consultant Onyinye Udokporo. The session helps employers understand the overlap, reduce avoidable stress at work, and give managers practical tools they can use straight away. We have delivered this session across a range of organisations, including Vitesse and Unison, with consistently strong feedback.

This guest blog by Onyinye highlights what managers should know about Neurodiversity and Mental Health:

Neurodiversity and mental health are often discussed separately. In real working lives, the two are often closely linked. That does not mean neurodivergence is the same thing as mental ill health. It means workplaces need to understand how stress builds and what support actually makes a difference.

Here are six things every employer should know:

1. Neurodivergence is not the same as mental health

Being neurodivergent does not automatically mean someone has poor mental health. At the same time, mental health challenges can sit alongside neurodivergence.

What matters is context. Neurodivergence itself does not cause mental illness. But repeated misunderstanding, pressure to work in unsuitable ways, masking, and lack of support can contribute to anxiety, burnout, OCD or depression.

2. Mental health strain can show up physically

Mental health is not just emotional. Stress can affect sleep, energy, digestion, pain, and immune response. In workplaces, physical symptoms are often treated in isolation, without asking what is driving them.

For some neurodivergent employees, hidden effort is constant. Sensory overload, social effort, uncertainty, and context switching all add up. When the body starts to carry that strain, support needs to be practical and non judgemental.

3. Wellbeing initiatives are not enough on their own

Yoga sessions, wellbeing days, and awareness campaigns can be positive. But mental health support cannot stop there.

What makes the biggest difference is how work is organised day to day, manager understanding and organisational practice.

Managers are not therapists. Their role is to notice changes, reduce pressure where possible, and signpost to professional support when needed.

4. Psychological safety directly affects mental health

Psychological safety is about whether people feel able to ask questions, admit uncertainty, and say what support is needed without fear of judgement.

When psychological safety is low, neurodivergent employees often mask difficulties or stay silent. That extra effort is exhausting and increases the risk of burnout.

Psychological safety is built through everyday behaviours, such as calm responses to mistakes, curiosity instead of blame, and consistent communication norms.

5. Managers need support too

Many managers feel anxious about supporting someone who is struggling. Without guidance, they may avoid conversations or feel overwhelmed themselves.

Organisations need to support managers to recognise early signs of stress, have respectful conversations about impact at work, offer practical adjustments, and know when and how to involve occupational health or an EAP.

This is about giving managers confidence and clarity, not expecting them to solve complex mental health issues alone.

6. Intersectionality shapes what gets noticed

Mental health and neurodiversity do not exist in a vacuum. Gender, culture, and background affect how people experience distress and whether they feel able to speak about it.

Some people have been taught that mental health is private or not something to discuss at work. Others mask because it has always felt safer to do so. Expecting people to simply come forward ignores this reality.

Creating multiple routes into support and normalising conversations about workload and stress is far more effective. Mental health challenges alongside neurodivergence do not make someone incapable. In some cases, work can improve mental health by providing structure, purpose, and community

Adjust’s Bitesize Neurodiversity and Mental Health session explores how neurodiversity and mental health intersect, why burnout happens, how to reduce avoidable stress at work, and how managers can respond with confidence and care.

“The session gave us a clearer understanding of the relationship between neurodiversity and mental health at work. It offered practical insight and tips for colleagues.”

Safa Iqbal, Employee Experience Specialist, Vitesse

 If your organisation is planning activity for Mental Health Awareness Week, pairing awareness with practical changes can make a lasting difference. Get in touch to find out more about the Neurodiversity and Mental Health session.