51% of Neurodivergent Workers Have Taken Time Off – It’s Time Leaders Paid Attention

As a coach based in Bristol, I work with many brilliant neurodivergent individuals, from founders, team members, and managers, and I see the same pattern emerge: too often, they’re not struggling with their work, but with the systems around them.

Findings from the Neurodiversity Index 2025 reveal that 41% of those surveyed face neurodiversity-related difficulties in the workplace on a near-daily basis. Alarmingly, more than half of neurodivergent employees have needed time off due to insufficient workplace support.

To help businesses address this issue, I am sharing a set of pragmatic strategies aimed at improving how neurodivergent people are understood and accommodated in the workplace. Whether they’re employees or business leaders, these individuals often face challenges that can be mitigated with better awareness and systems.

These tips are aimed at supporting neurodivergent individuals, whether they are team members, employees, or business owners.

Key Findings (from the Index)

51% of neurodivergent employees have taken time off work due to their neurodivergence. Many report burnout, anxiety, or a lack of psychological safety as key reasons, often because they feel unable to ask for the adjustments they need.
33% are dissatisfied with the support they currently receive from employers. This includes inadequate line manager understanding, lack of access to workplace assessments, and poor follow-through on promised accommodations.
Only 34% feel well supported at work. Despite growing awareness of neurodiversity, consistent, meaningful inclusion practices are still the exception rather than the norm.
44% of organisations have senior leaders who are neurodivergent or have family experience with it.

These numbers don’t surprise me, often, my clients come to me not because they’re struggling to do their job, but because they’re constantly exhausted by trying to fit into a system that wasn’t designed with them in mind.

Do you work with neurodivergence in the workplace?

Whether you're a neurodivergent professional, a business owner, or a manager supporting a diverse team, coaching can make a meaningful difference. I offer one-to-one and team coaching to help you create inclusive, supportive, and effective work environments where neurodivergent individuals can thrive.

Get in touch with James

Practical Guidance for Leaders

Start with empathy. Imagine doing the hardest task such as public speaking or number crunching every single day while others breeze through it. For many neurodivergent people, everyday processes like scheduling, communication or following meeting structures can feel that hard. Approaching with empathy sets the tone for psychological safety and performance.
Ask, don’t assume. The simplest way to support someone is to ask: “What helps you work best?” This approach works better than guessing or imposing a rigid system. Some people thrive with visual tools like Trello, others prefer verbal check-ins or shared Google Docs. When workflows are co-designed, engagement and output drastically improve.
Rethink one-to-ones. Agendas should be flexible. Some team members need detailed conversations, others prefer short, sharp check-ins, or even a walk-and-talk for creative thinking. Always close by summarising clear next steps and deadlines so accountability is baked in without adding stress.
Create psychological safety. Many neurodivergent individuals fear being seen as “difficult” for asking for what they need. Leaders can proactively say: “Sometimes we all need to work differently to do our best, what might that look like for you?” This could mean allowing deep-focus time, muting notifications, or setting firm calendar blocks. When leaders normalise this, performance improves for everyone.
Leverage strengths. ADHD can bring hyper-focus and high energy, autism often means incredible pattern recognition or deep expertise. These are game-changers when harnessed correctly. The challenge is removing friction so these strengths can shine rather than being buried under stress.
Clarify communication norms. Most tension comes from mismatched expectations about updates or availability. Leaders can be explicit: “How would it be for you if we use Slack for quick updates, email for formal notes, and no expectation to respond after 6pm?” This clarifying conversation reduces anxiety and prevents burnout.
Normalise transparency. Encourage people to create a simple “user manual” explaining how they work best, whether it’s “don’t call me without notice” or “I prefer voice notes.” Leaders can share their own too. When everyone understands each other’s preferences, collaboration becomes smoother and less stressful.

The Role of Coaching in Supporting Neurodivergence

Through coaching, I help clients whether running a business or contributing within a team to develop strategies that align with how they naturally work and think rather than how someone else thinks they “should.”

This might look like breaking down big goals into smaller, manageable actions, or creating a different working context that includes body-doubling or minimises distractions. It can also mean addressing foundational elements like sleep, nutrition, exercise, and the environment where work happens. When these are in balance and the right support is in place, neurodivergent individuals don’t just survive, they thrive, leading, creating, and innovating in extraordinary ways.

James O'Halloran

As a Business Coach I help Founders and those in Career Transition unlock problems and increase self-mastery so that they are confident in their direction and leadership. Through Career and Business Coaching, I help people who want to disrupt the(ir) status quo.