In just the last handful of years in my career that I have formally led teams, a number of team members have shared with me their experiences of neurodiversity. These conversations have been rich opportunities to explore more supportive and flexible ways to collaborate, and I don’t take the disclosure for granted.  

One of the great (and many) inequities at work is the pressure and stigma that makes people feel compelled to mask their neurodivergence, mental illnesses, and invisible disabilities. One study suggests up to 90% of people who are neurodiverse have not disclosed their experience at work, and 65% said they never would. These fears are not unfounded, as people have cited losing their jobs after disclosure. 

While there’s a lot of work ahead of us, conversations about workplace inclusion have begun expanding to better recognize the strengths and needs of neurodivergent staff.  

Neurodivergence is an umbrella term that describes people whose brains process, learn, and interact differently from what is considered “typical.” It can include ADHD, autism, dyslexia, dyspraxia, Tourette’s, obsessive-compulsive disorder, and other cognitive variations. It is thought that about 15 to 20 percent of the world’s population is neurodivergent, and the idea that there is no singular definition of how a “normal” brain functions is growing. 

Importantly, the concept of neurodiversity has activist roots. The term was popularized in the 1990s by sociologist Judy Singer, who called for society to recognize neurological differences as part of natural human diversity (rather than as deficits to be fixed). This framing is deeply connected to disability justice movements, which emphasize self-determination, accessibility, and equity. 

While nonprofits often pride themselves on equity, many unintentionally overlook neurodivergence. But building neurodiverse-friendly workplaces benefits everyone. Creating spaces where neurodivergent people thrive means you are also creating environments that reduce burnout, support different learning styles, and normalize flexibility for all staff.  

And it’s important people do not assume what neurodivergence entails or makes possible for any one person. There are many false, stigmatizing conceptions about people who are neurodiverse. And like all discriminatory attitudes about a community, these impressions can also be internalized by those who are neurodiverse.  

One such problematic view is the idea that neurodiverse people work at a slower pace or struggle to engage in relationships compared to those who are neurotypical. But the reality is that neurodiverse folks, like those with ADHD, can be especially strong at responding quickly on their feet. Studies have also challenged the notion that neurodiverse people, like those with autism, misread cues or lack empathy. A 2012 study suggested these people have “double empathy.” In a study, autistic participants were found to have more effective conversations with other autistic people than with neurotypical people with other neurotypical people. Neurotypical people also often struggle to read the mental state of autistic people. For reasons like this, some suggest neurodivergent people excel in empathy, due to their need to pivot back and forth between their way of processing and that of neurotypical people.   

Practical ways to support neurodivergent staff 

Challenge assumptions.

Many workplaces operate with a starting point requiring doctor’s notes for accommodations or equating struggle with a lack of professionalism. Building a culture of trust means believing staff when they say they need support, and encouraging them to be open about challenges.  

This is not to disregard HR policies and processes, understanding that there are expectations we are accountable to follow in our organizations. Instead, it’s an encouragement for curiosity, and not immediately jumping to a need for expert verification when opportunities might exist to offer flexibility that doesn’t require a barrier of medical proof. It is important to know that such documentation can also have massive, systemic barriers. For instance, ADHD diagnoses can take years, and there are also gendered and financial barriers to having your condition recognized. 

Instead, frame issues as a chance to problem-solve together: is this about capacity, support, or structure? Practicing compassion and curiosity helps teams to see beyond stereotypes and recognize the real barriers staff may be navigating. Different approaches – such as those discussed below – might also be found to be the benefit of an overall workplace approach that offers flexibility, more open communication and clarity to neurotypical and neurodivergent workers alike.

Rethink communication. 

Not everyone processes verbal information quickly. Providing written summaries of meetings, offering multiple channels for feedback, and giving people time to respond helps everyone feel included. For instance, a staff member with an auditory processing condition may benefit from transcripts of online meetings, while a parent juggling childcare may also appreciate the chance to respond later. 

Normalize flexibility. 

Some neurodivergent people may do their best work outside of strict 9-to-5 schedules. Offering flexible hours, hybrid work arrangements, or the option to take sensory breaks can boost productivity. These same practices can also support caregivers, staff with chronic illness, or anyone experiencing burnout. 

Design accessible spaces. 

Consider lighting, noise levels, and physical layout. An office with fluorescent lighting and constant chatter can be overwhelming. Creating quiet zones or offering noise-canceling headphones can make a big difference. Remote workers may benefit from stipends to adapt their home environment. And those working in an office might appreciate responsiveness to these needs, and/or flexibility to work from home when needed, if the physical environment has limitations. 

Shift performance expectations. 

Rigid workplace norms often reward only one way of showing competence. Instead of focusing on how people work, prioritize outcomes. For example, a staff member with dyslexia may take longer to draft an email but might excel at big-picture strategy. Valuing diverse contributions builds stronger teams. It is also important not to measure everyone with the same yardstick. If someone is able to turn around a certain kind of deliverable quickly, that can’t be the new norm for all team members. All people have different gifts and barriers. 

Embed equity and intersectionality. 

Neurodivergence intersects with race, gender, class, and other identities. A staff member, for example, may face both ableism and racism in the workplace. Policies should acknowledge these overlapping experiences and avoid one-size-fits-all solutions. These intersectional realities should also be considered in hiring processes, recognizing a multiplicity of barriers and systemic discrimination some people might experience.  

Why it matters for nonprofits 

Many discuss the importance of diverse, responsive work environments in economic terms. Studies have highlighted that diversity improves workplace performance, providing richer and more varied perspectives. I have also seen studies that highlight that by accommodating disabilities and neurodiversity, we can support greater work output and financial efficiency.  

Though these arguments hold truth, I have not leaned on them for a reason. Living up to our values is not simply about the outcomes for an organization, but the how, why, and what that guides our actions each day.  

I appreciate that progress often relies on different messages and strategies to bring people along, but I am weary of the trend to reduce the call to action to such capitalist terms. Our humanity cannot be flattened to how we can contribute to the bottom line. In a system shaped by colonialism – by stolen land and stolen labour – framing the value of enhancing accessibility or equity in the workplace as an opportunity to exert more value from individuals, particularly those who have experienced oppression, reinforces a dangerous logic. By this I mean, if we are encouraged to reduce barriers in the name of financial gains, it risks linking our right to dignity to the condition that we are continuing to line somebody’s pockets. That linked relationship was foundational to building the exploitative and exclusionary system we now seek to challenge. And we don’t build a more liberatory world by reinforcing the same ideas and frameworks. 

Instead, we should be called by a greater obligation. Our organizations are, or ought to be, driven by values of justice and care. To live those values, organizations must make sure their workplaces are not inadvertently excluding people whose ways of thinking and being fall outside narrow norms. This is more than a matter of compliance. It is about creating conditions where all staff can contribute their best ideas, feel respected, and stay engaged long term. 

When nonprofits design policies and cultures with neurodivergent staff in mind, they are also addressing systemic barriers that affect many others. By slowing down meetings, allowing flexible hours, or rethinking office design, organizations make work more sustainable for everyone. In an era where burnout is one of the nonprofit sector’s biggest challenges, these changes are not just nice to have. They are essential. 

Rudayna Bahubeshi has several years of leadership experience in nonprofits, foundations, grassroots organizations, and government. She is the Principal at Evenings and Weekends Consulting, an organization collaborating with social purpose organizations to advance impact. She completed a Masters of Public Policy at McGill University, focusing her research on solutions to address anti-Black racism in Canada’s rental market, and has been published in places including the CBC, TVO, Policy Magazine, and The Philanthropist. 

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