When a “Problem Employee” Isn’t the Problem: Understanding Neurodiversity at Work
Most managers, at some point, encounter an employee whose behavior or performance feels unusually difficult to navigate. Communication seems strained, expectations are repeatedly misunderstood, or team interactions lead to unnecessary conflict. These situations often get framed as “manager communication issues” or even “workplace conflict,” and the employee may quickly be labeled as resistant, unfocused, or unmotivated. The typical conclusion is that the manager is dealing with a “problem employee.”
What usually follows is predictable and costly. The employee may be placed on a Performance Improvement Plan or “PIP”, not because they lack capability but because the manager does not understand the cognitive differences influencing how they work. Team friction increases as misunderstandings accumulate, and colleagues may become frustrated with what they perceive as inconsistent delivery or unusual communication. These situations often escalate to repeated HR interventions, formal complaints, or strained relationships that ripple outward across the team. The employee, feeling scrutinized rather than supported, may disengage or begin looking for employment elsewhere. Organizations routinely lose strong talent this way, and they also absorb the significant productivity costs associated with preventable conflict, rework, and the time spent managing issues that stem from misinterpretation rather than performance failure.
Different Brains, Different Needs
In many cases, the issue is not poor attitude or inadequate effort. It is a lack of understanding about how differently wired brains operate—and how common those differences actually are. With around one in five people estimated to be neurodivergent, every organization includes employees who think, process, communicate, and problem-solve differently. Many neurodivergent employees feel the need to mask significant challenges at work because the environment was not built with their needs in mind. As a result, the natural traits of a neurodivergent employee are often misinterpreted as performance problems rather than indicators of a mismatch between expectations and cognitive style.
Misunderstanding can have serious consequences. Nearly 50% of neurodivergent professionals feel their differences are viewed negatively in the workplace (CIPD & Uptimize, 2024). At the same time, more than 1/3 of neurotypical colleagues report feeling unsure how to work effectively with neurodivergent peers. This combination – a lack of understanding on both sides - drives workplace communication challenges, damages team cohesion, and risks unnecessary turnover. Around a third of voluntary turnover stems from employees feeling they are not treated fairly or respectfully. Neurodivergent employees who feel misunderstood or unsupported are even more likely to disengage or leave.
Where Misinterpretation Takes Hold
Much of this friction comes down to misinterpretation. A manager may read an autistic employee’s request for greater clarity as inflexibility, when the employee is simply trying to ensure they deliver work that meets expectations. An ADHDer may experience fluctuating focus but still produce outstanding results; however, without awareness of ADHD-related traits, a manager might perceive inconsistency or lack of commitment. Direct or literal communication, common among some neurodivergent individuals, can be misread as abruptness or a lack of ‘political awareness’. Sensory overload in a noisy or bright environment can look like avoidance of collaboration. These patterns reinforce conflict not because the employee is difficult, but because their needs and communication style differ from the assumed norm.
What Managers Need to Appreciate
Recognizing these dynamics is foundational to understanding how to manage neurodivergent employees effectively. Manager training that addresses the realities of neurodivergent employees helps leaders see the difference between true performance issues and cognitive differences that require support. It also helps managers respond more constructively when employees disclose a diagnosis or make accommodation requests. Many people who would benefit from ADHD-related accommodations, autism-friendly communication practices, or adjustments to the work environment hesitate to share their needs because they fear being judged. But when managers understand how to support a neuroinclusive workplace, employees are far more willing to communicate challenges early, before they snowball into conflict.
Removing Barriers
Once a manager sees that behaviors often labeled as “difficult” may reflect different brain wiring and a lack of awareness and inclusion, problem-solving becomes significantly easier. Conversations shift from assumptions to curiosity about barriers. Many accommodations that help some neurodivergent employees thrive, such as clearer instructions, written follow-ups, flexible communication formats, or reduced sensory distractions, are simple, proven to be inexpensive, and often improve team performance more broadly. Under the ADA (in the USA) and similar equality legislation elsewhere, leaders also have a responsibility to consider reasonable accommodations for neurodivergent employees, yet many managers have never been trained in how to recognize when support may be needed or how to offer them appropriately.
How Neuroinclusive Leadership Strengthens Teams
Managers who build skill in leading neurodivergent team members frequently observe shifts in team dynamics. Communication improves because expectations become explicit rather than implied. Collaboration strengthens because colleagues understand and respect differing working styles. Employees who once seemed withdrawn or inconsistent begin contributing with confidence once the workplace no longer forces them to compensate for barriers that others do not face. It is striking that only one in ten employees within protected disability categories (including neurodivergent employees) feel fully understood by their manager; closing that gap does not require special treatment, only awareness and practical tools.
The Team Level Opportunity
The transformation extends beyond individual relationships. Teams become more cohesive as friction decreases. Leaders spend less time navigating preventable conflict and more time enabling performance. Organizations retain talent that might otherwise have been pushed out due to misunderstanding. And as cognitive diversity becomes better supported, teams benefit from the creativity, analytical strength, and problem-solving abilities many neurodivergent employees bring.
Ultimately, many so-called “problem employees” were never the problem. What they needed was a manager who understood the realities of neurodiversity in the workplace and knew how to adapt communication and expectations accordingly. When leaders learn to recognize and support different cognitive styles, challenges that once felt entrenched often resolve with ease. In today’s work environment, where engagement is fragile, turnover is costly, and innovation depends on a wide range of thinking styles, this understanding is a core capability of effective management.
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See how unseen collaboration challenges drain performance and what managers can do to fix them here.