Disclosure Dilemmas: Why Neurodivergent Employees Stay Silent—and How to Change That
Many organisations say they’re inclusive. They promote equality, support diverse talent, and proudly display their DEI credentials. But for neurodivergent employees—those who are autistic, ADHD, dyslexic, or otherwise wired differently—there’s often an unspoken dilemma: ‘Do I disclose my diagnosis, or do I stay silent?’
Disclosure shouldn’t require courage. It should feel like a reasonable step in a workplace that’s safe, supportive, and designed to accommodate difference. But for many employees, it still feels like a risk.
This post explores why neurodivergent employees often don’t disclose—and what employers can do to change that.
Why Neurodivergent Employees Often Don’t Disclose
Despite growing awareness of neurodiversity, the workplace isn’t always psychologically safe for disclosure. Many neurodivergent employees remain silent for reasons that are rational, not paranoid:
Fear of stigma or discrimination: Worries about being labelled, overlooked for progression, or treated as “less capable.”
Past negative experiences: Some have disclosed before and been met with inaction, disbelief, or even disciplinary consequences.
Unclear or inaccessible processes: Even when support exists, it’s not always obvious how to access it—or what will happen after disclosure.
Lack of role models: When no one in leadership has disclosed, silence feels like the only safe option.
Masking feels easier: For many, it feels safer to suppress needs and blend in—even at the cost of exhaustion and burnout.
The Hidden Costs of Non-Disclosure
When neurodivergent employees don’t feel safe to disclose, the consequences ripple beyond the individual:
Unmet needs: Accommodations and adjustments go unrequested—and unmet.
Burnout: The energy required to mask, overcompensate, or operate in environments not designed for your brain can lead to fatigue and disengagement.
Lost innovation: People can’t contribute their best ideas when they’re focused on staying undetected.
False reassurance: Leaders may assume “no one’s asking for support” means “no one needs support”—when in fact, the culture discourages asking in the first place.
Universal Design Reduces the Need for Disclosure
One of the most powerful ways to support neurodivergent employees is to make disclosure less necessary.
Universal design means creating environments—physical, digital, and cultural—that are flexible and accessible by default. In workplaces with good universal design, many adjustments are already built in, so employees don’t have to request them.
For example:
Quiet spaces, noise-cancelling tools, or hybrid work options
Clear written follow-ups to verbal instructions
Visual project planning tools alongside traditional ones
Flexibility in how and when work is done
By embedding these features into the way teams operate, companies support a wide range of brains—without forcing people to disclose personal information in order to get what they need.
How to Create a Culture of Safe Disclosure
While universal design reduces the pressure to disclose, there will always be times when someone needs to share more about how they work best. Here’s how to make that process safer and more constructive:
Make neuroinclusion visible
Include neurodiversity in your DEI strategy. Share lived experience stories (with consent), bring in neurodivergent speakers, and make it clear this isn’t a hidden topic.Clarify what happens after someone discloses
Vague promises aren’t enough. Be transparent about what the process looks like, who’s involved, and how confidentiality is handled.Train managers to respond supportively
Line managers are often the first point of contact. Equip them with the skills and language to respond with empathy, not bureaucracy.Normalise individualisation for everyone
Make it routine for all team members—not just those with diagnoses—to discuss their working preferences and support needs.Design for difference from the start
Don’t wait for someone to ask. Build flexible systems that work for a broad range of cognitive styles and communication preferences.
Conclusion: It’s Not About Disclosure—It’s About Belonging
The goal isn’t to push more people to disclose. The goal is to build a culture where disclosure is safe if chosen, unnecessary if not, and never the price of support.
At Welcome Brain, we help organisations move beyond well-meaning policies and towards environments where neurodivergent talent feels recognised, valued, and empowered to thrive—out loud or quietly.
If your workplace is ready to turn inclusion into action, we’d love to help. Get in touch today.
