Why neurodivergent workers pay the price for poor communication

Yahoo

17-06-2025

In many workplaces, communication is built for the neurotypical. Instructions are often vague, feedback is wrapped in subtle social cues and important guidance gets buried in casual Slack messages. It's a system that expects everyone to just 'read between the lines' – which can leave many excluded.
For some neurodivergent people, who use language literally, this can mean a constant struggle to understand the intended meaning of a communication. Not only does this create confusion and stress, it can lead many neurodivergent workers to be sidelined when it comes to career opportunities and promotions.
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According to a survey of 1,000 young people by the charity Young Minds, 74% of neurodiverse young people have felt out of place in the workplace. A further 40% said being neurodiverse could be a barrier to employment or promotion.
Of course, there is no one-size-fits-all approach. However, using inclusive language can be a helpful step to make sure that neurodivergent people are supported and included.
Most of us struggle with unclear communication. It makes misunderstandings and misinterpretation inevitable, which can make it much harder for us to do our jobs. But it can be even more complex for someone who processes information differently, such as autistic people and those with ADHD, dyslexia, dyspraxia and other neurodivergent conditions.
'For an autistic team member, unclear expectations might lead to anxiety, frustration, or unintentional mistakes. Not because of ability, but because what was being asked was never clearly explained,' says Hester Grainger, who has ADHD and is the co-founder of the neurodiversity consultancy Perfectly Autistic. She runs the business with her autistic and ADHD husband Kelly.
'For someone with ADHD, a vague instruction can feel like being handed a jigsaw puzzle without the picture,' she adds. 'We often need to be shown what is required of us. Otherwise we will spend ages wondering if we understood what was asked of us.'
Also, adds Helen Davies, founder of the Neuroinclusion Quality Marker, it's not always easy to ask for clarification. 'Many neurodivergent folk have problems self-advocating and in extreme cases this can lead to anxiety, withdrawal and impact performance,' she says.
'Don't just ask for a 'quick favour' – actually explain what you are wanting,' says Grainger. 'Direct feedback is also really important. Avoid vague 'let's catch up soon' comments. Our brains then think – when is soon, do you mean now, in an hour, tomorrow or in a week?
'It's important to avoid reliance on indirect language or social cues that may be challenging for some neurodivergent individuals. Don't assume that someone understands what you are implying.'
Davies adds that it's helpful to be clear about what is needed, by whom, and when. 'The 'when' needs to be specific, for example, outline a time and date and avoid 'ASAP'. It's really great to use clear language that is jargon free, so no idioms or abstract instructions.'
If you rely on phrases like 'circle back' and 'low-hanging fruit' – don't. Few people enjoy hearing meaningless business language, but it can be particularly disconcerting for some neurodivergent workers.
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'Corporate speak and acronyms are a big no, no. Most of the time, people don't know what the acronyms stand for anyway, but it can be especially confusing for dyslexic people,' says Grainger.
'Vague or unclear communication can be a huge barrier for neurodivergent people at work. Many of us thrive on clarity and structure. When things are left open-ended or full of corporate jargon like 'touch base', it can create overthinking, second-guessing or even shutdowns if it feels too much.'
Everyone has different needs and preferences. While some people may prefer lots of detail and context, others may just want the key issues or points. 'Just check their preference,' says Davies.
'Having a bit of warning and knowing when instructions are likely to be given is helpful. Some folk may need a bit more extra processing time or opportunity to ask questions without judgement.'
If you have a verbal chat, it can help to make sure that the key points are written down. 'Some people prefer verbal communication but may need it followed up on an email. Others will want written instructions that they can follow and refer back to,' says Grainger.
Davies also suggests using visual aids, which can help with complex tasks with lots of steps.
'These help visual thinkers and are great for a point of reference too,' she says. 'Don't be afraid to use flowcharts and task lists that break things down into chunks, steps, agendas and diagrams.
Culturally, you can celebrate different processing styles as part of team diversity, build in neuro-inclusion training for managers and comms leads.'
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