“I used to hide how my brain works at work because I thought it made me ‘different’ in the wrong way.”
If this feels familiar, you’re not alone.
In India alone, nearly 2 million people are diagnosed as autistic. But in many workplaces, neurodivergent individuals still feel like they have to mask. To tone down their differences, keep quiet about their needs, or simply try to blend in. A recent survey revealed that nearly 59% of neurodivergent employees are afraid to disclose their diagnosis, fearing discrimination, lost opportunities, or worse, being let go.
What if the workplace weren't something to survive, but a space where neurodivergence was seen as a strength?
To unpack this, we sat down with Donald Thompson, CEO & Co-Founder of The Diversity Movement, speaker, entrepreneur, and someone who has spent over 25 years advising organisations on building inclusive, human-centred cultures.
Here’s what he had to say in this candid, heartfelt conversation.
Q) Let’s start with the big one: What’s the most common myth about neurodivergent professionals that you would like to bust wide open?
A common misconception is that neurodivergent individuals are less capable or that their neurological differences are a disability or liability rather than a strength. This misconception leads to fear of disclosure—59% of neurodivergent employees fear discrimination if they reveal their diagnosis. As a result, they may avoid asking for accommodations, which limits their ability to succeed. Even when they do request support, nearly a third are denied, and 1 in 5 face demotion or termination. This lack of psychological safety and support diminishes productivity, engagement, and innovation, ultimately harming the organisation.
Q) Many neurodivergent individuals hesitate to disclose their needs at work due to fear of stigma or being seen as 'difficult'. How can companies create an environment where self-disclosure feels safe and supported, especially in Indian workplaces?
Companies can create an environment where self-disclosure feels safe and supported by building a culture of psychological safety, where employees feel secure being their authentic selves without fear of discrimination. To foster this environment, organisations should:
1. Encourage open conversations about accommodations and normalise discussing individual productivity needs.
2. Train managers to proactively ask about “productivity enhancers” during onboarding and throughout the employee lifecycle.
3. Promote awareness and inclusion, including through company-wide learning initiatives that highlight the strengths of neurodivergent individuals and challenge outdated narratives.
4. Make the accommodation process clear and accessible, ensuring employees know their rights and who to approach.
5. Publicly support neurodiversity, for example, through employee resource groups (ERGs) and visible initiatives that celebrate neurodiversity and inclusion.
Q) Inclusion often gets reduced to policies and checklists. For many leaders, fostering psychological safety feels abstract. Can you outline some practical, everyday leadership behaviours that make a tangible difference?
The key is to move beyond abstract ideals and toward consistent, human-centred actions that create real trust.
One of the most tangible ways leaders can foster psychological safety, especially for neurodivergent team members, is by proactively normalising conversations about individual work needs. Rather than waiting for someone to disclose a diagnosis, managers can ask all employees a simple question during onboarding or check-ins. This inclusive language signals support without requiring disclosure and builds a foundation of trust.
Another practical behaviour is modelling openness around differences. Leaders can speak positively and publicly about neurodiversity—for example, by promoting awareness months, supporting neurodiversity-focused employee resource groups (ERGs), or sharing stories that frame neurological differences as strengths. When employees see these messages from leadership, it helps break down stigma and makes disclosure feel less risky.
Psychological safety also thrives when leaders respond supportively to accommodation requests, no matter how small. Many accommodations, like providing written agendas before meetings or allowing noise-cancelling headphones, are low or no-cost, but they significantly boost productivity and morale. What is more, openly discussing these adaptations helps shift the narrative from 'special treatment' to 'smart team design.' When leaders consistently model inclusion through empathy, transparency, and small but meaningful actions, psychological safety becomes less of an abstract goal and more of a lived reality.
Q) You have said that neurodivergent employees often bring unique problem-solving skills. Can you share real-world examples of how companies have tapped into these strengths by fostering psychologically safe environments?
When organisations create psychologically safe environments where neurodivergent employees feel empowered to be themselves and ask for what they need, the results can be transformative—not just for individuals, but for teams and business outcomes.
Take Workplace Options (WPO), for example.
As one of the world’s largest providers of holistic well-being solutions, WPO recently launched a neurodiversity Employee Resource Group (ERG) to increase awareness and create a safe space for neurodivergent team members to share challenges and ideas. This initiative has helped reduce stigma, opened up dialogue about accommodations, and sparked innovation through greater inclusion. By signalling that neurodivergent perspectives are not only welcome but valued, WPO is harnessing the creative and analytical strengths that these individuals bring to the table.
Ultimately, companies that create environments where neurodivergent employees feel safe to disclose their needs and where those needs are met with support instead of stigma unlock a wealth of innovation. These employees are often the ones who challenge outdated processes, identify overlooked problems, and approach tasks from new angles. But to access these strengths, organisations must first build trust, foster inclusion, and make it clear that diverse ways of thinking are not only accepted but celebrated.
Q) In India, conversations around mental health are gaining traction, but neurodiversity is still a lesser-known topic. How can Indian companies integrate neurodiversity into their broader DEI and mental well-being initiatives?
Indian companies have a growing opportunity to lead the way in inclusive innovation by recognising neurodiversity as a vital part of both mental well-being and DEI strategies.
The first step is education. Many employees—and even leaders—may not fully understand what neurodiversity entails. Executive-supported awareness campaigns, expert-led workshops, and storytelling initiatives can help redefine neurodivergence not as a deficit, but as a natural variation in how people think, process, and solve problems. Reframing neurodiversity as a strength is essential to shifting mindsets and eliminating stigma.
Companies can build psychological safety into their culture. That means creating an environment where employees feel secure sharing their needs without fear of judgement or career repercussions. This is especially important considering that, globally, nearly 60% of neurodivergent employees fear disclosing their diagnosis due to potential discrimination. Indian companies can counter this trend by embedding inclusion into leadership behaviours, including encouraging conversations about work style preferences and normalising “productivity enhancers” during onboarding and reviews.
Many employees don’t know what accommodations they are entitled to or how to request them. Streamlining internal processes and communicating the steps to access support can make a big difference. These adjustments don’t have to be costly. Many are simple and highly effective, such as offering written meeting agendas, flexible workspaces, or extended processing time for information.
Finally, organisations can reinforce their commitment by launching employee resource groups (ERGs) focused on neurodiversity or including neurodivergent perspectives in broader mental health initiatives. Highlighting these efforts on internal and external platforms, such as through blogs or public commitments during awareness months, signals that inclusion is more than a checkbox; it’s part of the company’s values.
By embedding neurodiversity into DEI and wellness strategies, Indian companies not only support mental well-being but they also unlock new avenues for innovation, problem-solving, and employee engagement.
Q) Hiring for 'culture fit' is a common practice, but can unintentionally exclude neurodiverse talent. How can organisations shift towards hiring for 'culture add' to promote true diversity of thought?
Hiring for “culture fit” often prioritises similarity, seeking candidates who blend seamlessly into existing norms and communication styles. While well-intentioned, this approach can unintentionally screen out neurodiverse candidates whose strengths may not align with conventional expectations. To truly promote diversity of thought, organisations should shift toward hiring for “culture add,” which focuses on valuing candidates who bring different perspectives, problem-solving approaches, and lived experiences.
One key shift is redefining what success looks like in a role. Rather than focusing narrowly on how someone communicates or interviews, organisations should assess candidates based on their ability to contribute meaningfully to the work. Neurodivergent individuals—such as those with ADHD, dyslexia, or autism—often excel in areas like pattern recognition, innovation, and out-of-the-box thinking. These are exactly the traits companies need to drive innovation and solve complex problems.
Creating inclusive hiring processes is also essential. That includes offering alternatives to traditional interviews, such as skills-based assessments or providing interview questions in advance, so candidates can show their strengths without being penalised for neurotypical communication norms. Companies can also train hiring managers to spot potential, not polish, and to understand how traits like directness or discomfort with small talk may reflect neurological differences rather than a lack of “fit.”
Read This: How Can Organisations Drive Sustainable Disability Inclusion?
Q) Beyond hiring, how can companies ensure career growth and leadership opportunities for neurodivergent employees?
Supporting neurodivergent employees doesn’t stop at hiring, it requires an intentional approach to development, mentorship, and advancement. Without psychological safety and access to tailored support, many neurodivergent professionals plateau in their careers, not because of a lack of talent, but due to systemic barriers and unaddressed needs.
Neurodivergent employees may excel in technical roles, deep focus work, or creative problem-solving, but may not thrive under traditional leadership models that emphasise extroversion, multitasking, or unstructured collaboration. Career pathways should reflect diverse definitions of leadership—whether that’s managing people, leading innovation, or becoming a subject matter expert.
Mentorship and sponsorship also play a critical role. Pairing neurodivergent employees with mentors who understand or share similar experiences can provide vital guidance and advocacy. These relationships help employees navigate workplace culture, prepare for promotions, and build confidence in their strengths.
Companies should invest in inclusive leadership training. When managers are equipped to support neurodivergent talent through empathy, clarity, and flexibility, they create environments where all employees, not just those who fit traditional moulds, can thrive and rise.
Q) What are some simple, cost-effective workplace accommodations that companies can implement to support neurodivergent employees without overwhelming resources?
Many organisations mistakenly assume that accommodations for neurodivergent employees are expensive or complicated. In reality, most adjustments are simple, low-cost, and highly effective at boosting productivity and engagement.
One tactic leaders can take is to normalise flexible communication methods, such as allowing follow-ups via email, rather than requiring spontaneous verbal responses. This change in communication is significant because it supports people with various cognitive styles. Even if leaders asked all new hires during onboarding if there are any “productivity enhancers” they’d find helpful, it sets a tone of inclusion without requiring disclosure.
The bottom line is that accommodations don’t have to drain resources. When companies focus on removing barriers and empowering employees to work in ways that suit them best, they create a more inclusive, innovative, and effective workplace for everyone.
