May 12, 2025

Why Neuroinclusion is the New Leadership Imperative

1 in 5 employees is likely neurodivergent - most won’t disclose. Neuroinclusion isn’t DEI fluff. It’s smart, legal, human leadership.

Why Neuroinclusion Is the New Leadership Imperative

You’ve probably heard the term neurodiversity by now, in a podcast, a policy doc, or maybe whispered after a team meeting when someone says, “I think they might have ADHD.”

But here’s the reality: neuroinclusion isn’t a trend or a ‘nice to have.’ It’s a leadership imperative.

Because if you're leading a team, chances are high that at least 1 in 5 of your people is neurodivergent, whether they’ve disclosed it or not.

And most haven’t.

Gallup’s 2025 Neurodiversity in the Workplace study found that only 3% of neurodivergent candidates believe disclosing their condition would help them get the job. Just 5% have ever asked for accommodations during recruitment. And for those who did disclose once hired? 71% said their experience at work didn’t change at all.

Let that sink in: people are taking the risk to be honest, and nothing changes.

That’s not just a DEI problem. That’s a leadership problem.

The Cost of Masking

When your workplace isn’t safe or clear about how it supports diverse brains, people mask. That means they hide, suppress, or camouflage the way they naturally think, communicate, or process information, just to survive the workday.

Masking is exhausting. It leads to burnout, self-doubt, and disengagement. It also means you’re not getting the best from your people. You’re getting what’s left over after they’ve spent all their energy trying to appear ‘normal.’

And for those with ADHD or autism, masking can be deeply painful. Rejection Sensitive Dysphoria, the intense fear of being seen as a failure, or being judged harshly, can make even small interactions feel threatening.

So what happens? Your most brilliant, creative, out-of-the-box thinkers start shrinking. Or they leave.

It’s Time to Lead Differently

Creating a neuroinclusive environment isn’t about knowing who’s neurodivergent and who’s not. It’s about designing leadership, communication, and systems that reduce harm and increase clarity, autonomy, and belonging, for all brains.

And it’s not just morally right. It’s legally required.

Safe Work Australia now recognises that psychosocial hazards, like poor job design, role conflict, and lack of support, must be addressed under workplace health and safety legislation. If your leadership approach creates chronic stress, unpredictability, or overload, you’re not just at risk of losing good people, you may be breaching your legal obligations.

Neuroinclusion means: