Neuroinclusion at Work Fails Before Support Begins

Jan de Vries · 2026-07-13

### The Flaw in Disclosure-Led Support Sara-Louise Ackrill points out a huge problem: most workplace neurodiversity programs rely on you disclosing your condition first. That sounds reasonable, right? But it actually leaves tons of people without the help they need. Think about it—if you have to raise your hand and say "I'm different" before getting support, a lot of folks just won't do it. They're scared of being judged, passed over for promotions, or seen as less capable. So the system is broken from the start. ### Why People Stay Silent There are real reasons employees keep quiet. Maybe they've had bad experiences before, or they worry about fitting in. Some don't even know they're neurodivergent—they just know they struggle with certain tasks. The pressure to perform like everyone else is intense. And when support only comes after disclosure, it creates a barrier that many can't cross. You end up with a workplace that says it's inclusive but only helps those brave enough to speak up. That's not true inclusion. ### What Real Inclusion Looks Like Here's the thing: good neuroinclusion shouldn't depend on anyone confessing anything. It should be built into the way we work from day one. Simple changes can make a huge difference. For example: - Offer flexible hours so people can work when they're most focused. - Provide quiet spaces for those who need a break from noise. - Write clear instructions and avoid vague expectations. - Train managers to recognize different communication styles. These adjustments help everyone, not just neurodivergent folks. And they don't require anyone to out themselves. ### The Cost of Getting It Wrong When companies fail at neuroinclusion, they lose talent. Think about the money spent hiring and training people who then leave because they don't feel supported. It's a waste. Plus, your team misses out on diverse perspectives that could spark innovation. A study once showed that neurodivergent teams solve problems faster. So ignoring this isn't just unfair—it's bad business. You're leaving money on the table. ### A Better Way Forward Instead of waiting for someone to ask for help, companies should proactively design inclusive systems. This means rethinking everything from recruitment to daily operations. Small tweaks, like allowing noise-canceling headphones or offering written agendas for meetings, cost almost nothing. But they build trust. Employees feel seen without having to explain themselves. That's the kind of culture where people thrive. ### Final Thoughts The old model of disclosure-led support is failing. It's time to shift the responsibility from the individual to the organization. If you're in a leadership role, start by listening. Ask your team what they need—anonymously, if that helps. Then act on it. Real neuroinclusion isn't about checking a box. It's about creating a workplace where everyone can do their best work, without having to ask permission first.