Originally published as part of The Neurodiversity 101 LinkedIn Newsletter by Professor Amanda Kirby.
I am concerned that with increasing tribunals being cited relating to neurodiversity we will have a backlash by employers. There is no doubt that the whole topic of making reasonable adjustments can feel very daunting.
Many managers worry: What if it gets too complicated? What if I don't know what's reasonable? What if I say the wrong thing?
This fear of complexity can stop us doing the very thing that makes the biggest difference — starting a conversation.
Why context matters
Two people with the same condition may need completely different support or none at all. Adjustments are not blanket entitlements; they are about what's reasonable in your workplace, for this person, in this role.
Practical actions any manager can take
- Notice changes in performance — Look out for patterns like missed deadlines, repeated errors, or signs of overwhelm.
- Start with a conversation — Ask: What would help you do your job more effectively? Create a safe space for honesty without judgement.
- Trial adjustments — Not everything has to be permanent. Try something simple such as noise-cancelling headphones, clearer written instructions, or flexible start times.
- Review regularly — Adjustments aren't one-off fixes. Circumstances change, roles evolve, and so do people's needs.
- Document and follow through — Record what you've agreed, what impact it had, and whether it should continue.
Shifting the focus
When we move beyond the fear of getting it wrong, we see adjustments for what they are: opportunities to unlock potential. It's not about labels or legal compliance alone. It's about creating workplaces where people succeed and contribute — which benefits not just individuals, but the whole organisation.