I’m blessed to serve where I work in this season. As my employer‘s name suggests, the extension of opportunity and grace has proven effective in recent years, a corporate Godsend in the sense I’ve discovered what I can offer within a healthy environment. 

That said, I’m also blessed to have worked in places where support and psychological safety were absent. Granted, those shortages came during a period when people weren’t as woke on the subject of neurodiversity as they are today.

Still, given the uptick of autism awareness in recent years, I want to examine ways employers can assist employees who are on the spectrum or struggling beyond their emotional or mental capacity. Too often, businesses will take reactive approaches to painful situations instead of proactively collaborating in humility. For what is working and what isn’t, consider this breakdown an attempt from experience to bridge the divide.

Let’s dive in… 

1. Make Space, Show Grace

As one who is high functioning autistic, I can attest to the profound challenges—and lost potential—that come from working in environments where neurodiversity is misunderstood or undervalued. According to the Word, our individual design is not separate from our corporate identity given we are diverse in function and co-equal in value (Romans 12:4–8; 1 Corinthians 12:12–27). If we want to see our organizations thrive, we must understand this extends beyond job responsibilities to the very ways we perceive and process information.

For example, in previous roles, I was occasionally criticized for requesting additional technology, explicit communication, and extra time to process information—needs that stem from how I best contribute. At the time, I was embarrassed in the face of pushback; however, in hindsight, I recognize how advocating for these supports is not a weakness, but a strength that benefits the masses. Embracing neurodiversity requires courage from both sides. Leaders and managers have the opportunity—and the responsibility—to create inclusive environments where neurodivergent team members can excel. In turn, spectrum workers can extend patience and understanding to those who may not immediately relate. By fostering mutual respect and open dialogue, organizations can unlock innovation, loyalty, and a deeper sense of belonging for all.

2. Withhold Premature Character Judgments 

When we examine an autistic colleague, there are certain factors to consider. For starters, many on the spectrum have heightened awareness not only to sensory stimuli but also rejection, exclusion, or just being misunderstood. Conversely, they can display diminished or skewed responses to social cues and nonverbal forms of communication, such as body language, facial expressions, even social media tact. In certain instances, an acute reaction may result when an autistic worker struggles to find words, senses a lack of psychological safety, and/or discerns discrimination. To the allistic eye, an autistic co-worker may be considered immature, irrational, emotional, or even complicated; however, in reality and within our behavior assessment, the truth is often beneath the surface of perception.

Regardless of our role, we must be slow to judge, if at all. While some mannerisms can seem confusing, the best move in general is to merge authority and/or care with curiosity before delegating constructive criticism. Rather than rebuke an accommodation, seek to understand its necessity. Don’t chastise an essential need when it might contradict your desire for conformity. Instead, assess workplace practices that can be unique and specific to each team member. In doing this, you’ll enhance a sense of security within your organization and decrease the odds of false labeling, treatment imbalances, and premature character judgments. 

3. Nurture Their Strengths

Whatever you make of the spectrum, one thing is for sure: It is significantly broader and more complex than we think. As new information emerges, more people are discovering their place on neurodivergent planes. For those like me who didn’t discover their autism until adulthood, this can be quite the wake-up call. Yet, when we consider the big picture, we can find peace knowing once a diagnosis is confirmed and accepted, one can better understand how the difference between allistic and autistic is not to be compartmentalized but utilized!

For instance, most agree that autistic people tend to exhibit unconventional ways of perceiving instruction and execution. Some take directives down to the letter; others allot for creative interpretation. While understanding the behaviors, patterns, and preferences of autistic workers may be challenging at times, we must remember there’s value in not only acknowledging strengths and accommodations but nurturing them! For those in leadership, know your profiles, validate special needs, and as needed, receive and calibrate them to company policy without bias. Even though your supporting autistic colleague may talk differently and process more visually, you can still reel in their thoughts and fine-tune their priorities with precision. Be empowered, not discouraged in those moments.

Of course, in all this, taking the time to know the person you’re pouring into is key. On some days, you’ll find a ‘hands off’ approach is best; on other days, you’ll note a direct angle into constructive moments is more ideal. Regardless of the situation, bear in mind an autistic person benefits from stimuli conducive to their focus and security. Why not use your voice and support to be part of what they need to find safety and success in their role?

Now, I turn the podium over to you. What do you think about this topic? What other points would you add to this list? Do you have experience on either end of the spectrum? If so, I encourage you to share your thoughts. In the spirit of building one another up (Ephesians 4:11-16), Lys and I are here as always if you need us. 

God speed and as I always say in closing…

Cover graphic creds: Substack