Understanding & supporting neurodivergent colleagues

This guidance created by colleagues in the Strathclyde Disabled & Neurodiverse Staff Network is centred around four key behaviours:

  • Be patient
  • Be flexible
  • Respond
  • Accept and embrace

The following sections and scenarios focus on how you can use these to better understand and support your neurodivergent colleagues.

We may: accomplish tasks in line with our energy levels

This can result in: working patterns that may differ from yours

You can: be flexible around certain set hours and be confident that we know what times we can be most productive

We may: respond to information differently

This can result in:

  • being under / overwhelmed
  • excitability
  • impulsivity
  • shutting down

You can: be patient when our reaction is not what you would consider to be 'typical' - remember that we process information differently

We may: enjoy completing tasks with precision

This can result in:

  • anxiety around getting things wrong or getting into trouble
  • needing specifics

You can: be patient and remember that we have often been told over time that we are wrong, stupid, or different

We may: thrive on routine

This can result in:

  • we may a plan for the day, and we may struggle when plans change or work out differently than expected
  • this can result in anxiety

You can:

  • be patient with this – it often passes once we’ve had time to process
  • make things predictable if possible

We may: have different communication styles

This can result in:

  • we may butt in (due to processing speed) or communicate at times in a more formal tone
  • we may speak loudly and not realise this

You can:

  • respond to communication with as much kindness as you can within the situation
  • don't seek eye contact, pitch or volume norms

We may: show different energy patterns

This can result in:

  • more activity, the need to move around or fidget, talk excessively or conversely
  • have seemingly low energy

You can:

  • accept and embrace differences, work with what we have and be responsive
  • understand that we like to take advantage of the times when we have the most energy

We may: be very genuine and literal

This can result in: struggling to pick up on analogy, atmospheres or implied meaning

You can: be kind but explicit in meaning, don't use inference, and be absolutely clear on your expectations for work tasks

We may: have sensory differences

This can result in:

  • becoming overwhelmed with smells, sounds or light levels
  • we may require more personal space

You can:

  • ask if we need a quiet place to work, offer office space if possible, don't eat smelly food or play loud music next to us without asking
  • be aware of personal space

We may: have communication preferences

This can result in: finding face-to-face meetings less effective or requiring these for clarity

You can: ask us what our preferences are (email, phone, face-to-face, Zoom/Teams)

We may: become unable to control or regulate our emotions

This can result in: emotional shutdown, becoming less responsive, distress

You can:

  • accept that this is a coping mechanism for neurodivergent people when overwhelmed
  • be empathetic and supportive

We may: think outside the box

This can result in: creativity, new ideas, new ways of thinking, an ability to absorb information very quickly, being funny, charming, kind colleagues

You can: make sure that neurodiverse individuals are represented across the workforce. give us time to process and express ourselves best so that we can offer our unique talents to the team

Communicating with colleagues

Try not to minimise neurodivergence by equating normal life struggles to these diagnosed conditions.

While knowledge about these disabilities is becoming more widespread, try not to infer that 'everyone has them' – this is a misconception and can be hard to hear for those managing a lifelong struggle with symptoms.