Social stigma, not wanting to be singled out or to appear difficult, can make many neurodivergent people feel under pressure to mask in the workplace, acting in ways that seem ‘neurotypical’ in systems not designed for them. Hiding their neurodivergence comes at a personal cost and raises an important question for leaders: how can we create environments where people of all identities are not only welcomed but supported?
Through my Edinburgh Futures Institute (EFI)-funded project, I’ve been exploring how these experiences evolve and how they intersect with ageing, ethnicity and leadership. By listening to people’s working lives, I aim to understand what enables inclusion, and how managers can navigate disclosure, communication and support more effectively.
Neurodivergence is an umbrella term encompassing natural variations in thinking, learning, communicating and processing information, for example, autism, ADHD, dyslexia, dyspraxia, Tourette syndrome and synaesthesia.
In conversations with around 50 neurodivergent professionals in the UK and US, I focused on people over 40 and how they sustain their careers in workplaces that often overlook these forms of difference. These life-course interviews were in-depth discussions tracing people’s working lives from early experiences to present-day challenges. They reveal how approaches to masking and openness shift with age, circumstance and confidence.
Many participants described how ageing brings a shift in perspective, and a gradual acceptance of neurodivergent identity and, in some cases, the confidence to “unmask”. Others, particularly women from minoritised ethnic backgrounds, spoke of a double burden: masking their neurodivergence to avoid being seen as unreliable, while also managing stereotypes linked to race and gender.
Early findings suggest that the decision to disclose, when, how and to whom, is resource-intensive, drawing on emotional energy, organisational safety and leadership trust. Several participants described strategic disclosure to shape more authentic working relationships, while long-term masking was frequently linked to burnout over time, especially alongside care responsibilities or leadership pressures.
For managers, these insights highlight that inclusion is not a one-off initiative but a continuing process of awareness, flexibility and trust. Small, consistent changes can make a meaningful difference by:
- Supporting multiple communication styles – valuing output over social fluency.
- Offering confidential, opt-in channels to share accommodation requests – helping managers respond with understanding and practical support.
- Reviewing HR processes – particularly recruitment, appraisal and promotion, where implicit biases often operate.
- Recognising ageing as a strength – many participants spoke of growing resilience, purpose and leadership maturity with age.
As Director of the Business School’s NOWI Neurodiversity at Work Lab, I am working with colleagues, employers and policymakers to translate these insights into practice. With support from EFI, we are applying for a larger comparative grant to deepen our understanding of how neurodivergence, ageing, and intersectionality shape working lives.
Inclusion, I’ve learned, is not simply about making room for difference – it’s about redesigning systems so no one person bears the extra work of belonging.
Debora Gottardello is our Lectureship in Human Resource Management/Employment Relations.