How to ask for changes at work if you are neurodivergent
Asking for workplace accommodations is often easier said than done. Many people worry about being seen as “needy” or “incompetent,” and as a result, continue to struggle in environments that simply don’t meet their needs. On top of that, the fear of discrimination can be a powerful deterrent, discouraging many neurodivergent individuals from disclosing their diagnosis.
As many as one in seven people are neurodiverse, with conditions including autism, attention deficit hyperactivity disorder (ADHD), dyslexia and dyspraxia. Yet, two-thirds of neurodivergent workers don’t feel able to tell their employers about their diagnoses – let alone ask for accommodations to make working easier.
Natalie Mackenzie, a cognitive strategist and founder of BIS Services, which provides cognitive rehabilitation services, adds that people may worry that disclosing their needs will lead to being seen as less capable, or mean they’re passed over for promotions. “This is often compounded by past negative experiences in other environments, such as school or previous jobs,” she says.
“Individuals may also struggle to articulate exactly what they need. If you have spent your life developing complex masking or coping mechanisms, it can be difficult to pinpoint the specific adjustments that would make a tangible difference. There is also the internalised pressure to ‘just cope’ which can make asking for help feel like an admission of failure rather than a proactive step towards having their needs met.”
And even if individuals do tell their employers, it doesn’t automatically mean their needs will be met, says Professor Binna Kandola, co-founder of the business psychology firm Pearn Kandola.
“Our research shows that only 60% receive the adjustments they need, and 63% feel they have to ‘mask’ their true selves at work-often leading to stress, exhaustion and poorer mental health,” he explains.
“This isn’t about individual reluctance – it’s about organisations still lacking the psychological safety that makes open conversations possible.”
Everyone is different, but some common requests include sensory-friendly workspaces or access to noise-cancelling headphones. ·Luis Alvarez via Getty Images
Everyone is different, but some common requests include greater flexibility around hours and location to avoid commuting at busy times, or so you can work during your peak focus hours. Others include quiet, sensory-friendly workspaces or access to noise-cancelling headphones, extra time for certain tasks and regular breaks to manage focus and energy.
Another simple adjustment is asking for clear written communication to avoid anxiety, frustration or unintentional mistakes. For those who use language literally, being asked to “read between the lines” can mean a constant struggle to understand the intended meaning of an instruction. A reasonable change may be to ask for instructions to be given via email or instant messaging instead of spontaneous phone calls, or to have agendas provided before meetings.
“Access to software for project management, mind mapping or breaking down large projects into smaller, manageable tasks can be helpful,” says MacKenzie.
“Use of transcribing software and summaries can be really useful, where confidentiality allows. You could also ask for access to text-to-speech and speech-to-text software, use of coloured overlays or screen filters, and proofreading support for important documents.”
Ultimately, she adds, the focus should be on “reasonable” adjustments. “The feasibility of an adjustment will depend on the size and resources of the organisation, the nature of the job, and the cost involved,” says MacKenzie.
First, take some time to write down what you need and why. You may find it easier to create a checklist of what you need in written form if the conversation is anxiety-provoking, and many support organisations – such as ACAS – have templates available online.
“It can help to frame your request as a way to enhance your productivity and contribution to the company,” says MacKenzie. “Start the conversation by focusing on your commitment to your role and your desire to perform at your best. Instead of simply stating you have ADHD or dyslexia, come prepared with specific challenges and proposed solutions.”
Remind your employer of the skills you bring to the role, whether it’s creative problem-solving or exceptional attention to detail. If possible, refer to company values or policies that support inclusion – it keeps the focus on fairness, not favour.
Connect the challenge directly to a task and the adjustment directly to a solution. For example, instead of saying you struggle with distractions, try the phrase: “I find it difficult to maintain focus on deep work in the open-plan office. Would it be possible for me to use noise cancelling headphones or work from a quiet room for two hours each morning?”
Keep a record of your conversations, the adjustments agreed upon, and how they are working.
This might be helpful if you end up with a different manager or colleague, who isn’t aware of your needs. It’s also useful for review meetings and can help you track which changes are working and which aren’t.
Finding the right accommodations is often a process, rather than a single conversation.
Under the UK’s Equality Act 2010, employers have a legal duty to make “reasonable adjustments” for employees with disabilities, which includes neurodevelopmental conditions. You don’t have to be an expert in the law, but knowing that this framework exists can give you confidence in these conversations.
Advocating for yourself isn’t self-serving. It’s about creating a culture where others feel able to do the same and will create fair and equal conditions for everyone at work.
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