Leading with empathy: building psychological safety for neurodiverse teams

Modern leadership is no longer defined by authority or productivity alone; it’s defined by empathy, adaptability and the ability to create spaces where every individual can produce their work. As organisations have become more informed about neurodiversity – which includes autism, ADHD, dyslexia and other variations in how people think and process information – the conversation is now shifting from being aware to taking action. 

The next frontier for inclusive leadership is psychological safety. This is to ensure that team members can express ideas, make mistakes and ask for help without being judged. For neurodiverse colleagues, this is a core condition for success. When leaders intentionally build trust, they don’t just accommodate differences; they are unlocking the door for more innovation, creativity and commitment.

Why psychological safety matters

Psychological safety has long been recognised as a driver of team performance. Research from Google’s Project Aristotle identified it as the most important factor in team success, ahead of skills, structure or seniority. For neurodiverse employees, this is crucial.

Many neurodiverse professionals hide their differences at work out of fear of misunderstanding or stigma. Masking their issues can be emotionally exhausting and often leads to burnout, disengagement or underperformance. In contrast, teams where senior leaders promote openness and empathy report much higher levels of creativity and retention (CIPD, 2024).

True inclusion starts when employees feel they belong in the work setting and know they will be supported, instead of judged.

How leaders can build psychological safety

Creating a neuroinclusive culture doesn’t happen by accident. It requires consistent, intentional behaviours from leaders. Here are three practical strategies managers can start using right away.

1. Establish clear and compassionate communication rhythms

Uncertainty and ambiguity can result in unnecessary stress for any employee, but for many neurodiverse individuals, unclear instructions or expectations can lead to confusion. Leaders can reduce this by designing communication rhythms that promote and ensure clarity and predictability at work. For example:

• Be explicit, not vague: Replace ‘Let me know when you can’ with ‘Please send me an update by 3pm on Friday’.
• Use multiple formats: Pair verbal updates with written summaries to further support colleagues who process information in a different way. 
• Normalise feedback: Create regular, one-to-one check-ins with staff to discuss both progress and pressures without judgement.

Creating this consistency will build trust, and it signals that clarity is not about micromanagement; it’s about trying to support everyone at work.