As Autism Awareness Month draws to a close, there’s an opportunity to move beyond awareness and start addressing the structural realities that continue to marginalise neurodivergent professionals in the workplace.
For many, work can feel like a performance. For those of us in leadership - especially women - it often becomes a high-stakes stage where we’re expected to behave in ways that don’t come naturally. That pressure doesn’t necessarily lead to imposter syndrome, but it can create a lasting sense of being an outsider.
I’ve spent decades leading, building, and delivering results in high-pressure environments. I know my strengths, and I’ve built a successful executive search firm, Holmes Noble, based on the quality of my work and the integrity of my leadership. But even with that foundation, I’ve often found myself in spaces where I felt out of place - not because I lacked capability, but because I operated differently.
I was diagnosed with autism and ADHD later in life. That clarity didn’t change me, it helped me understand why traditional work cultures often felt misaligned. What I once interpreted as “not fitting in” was, in truth, a mismatch between how I lead and what the business world still expects from its leaders.
Earlier in my career, I was told I was too direct, too intense, or too difficult. A male colleague once told me, “Nobody likes you”. Despite building high-performing teams and delivering consistently, my leadership was often judged through a social lens, not a strategic one. This is the paradox that many neurodivergent leaders face: we’re brought in because we think differently, then pressured to conform.
The hidden cost of masking
While I’ve never identified with imposter syndrome, I know the cost of masking. Neurodivergent professionals are often forced to suppress traits to fit into environments not built for us. That effort is draining, inauthentic, and ultimately unsustainable.
Women in particular face additional barriers. Diagnostic criteria for autism and ADHD have historically been shaped by male presentations. As a result, many women go undiagnosed for years - misunderstood by others and, often, by themselves. By the time they reach senior leadership, they’ve already endured a career shaped by misperception.
This is not a pipeline problem. It’s a structural one
Only 3 in 10 autistic adults in the UK are employed. Fewer than 1% hold senior leadership roles. That’s not because of a lack of talent. It’s because systems still reward a narrow version of leadership.
Even without a formal diagnosis, people who display autistic or ADHD traits - such as intense focus, direct communication, or difficulties with small talk - are often misjudged. These traits are seen as flaws to fix, rather than differences to support.
What companies must do now
Creating inclusive workplaces doesn’t require overhauling everything. It starts with rethinking what we reward and how we support people.
- Rethink leadership expectations: Leadership isn’t about extroversion or likeability. It’s about vision, impact, and integrity. Make room for analytical thinkers and quiet innovators.
- Offer tailored support: Leadership development must reflect different styles. Don’t coach difference out of people, help them lead on their own terms.
- Normalise flexibility: Remote work, asynchronous communication, quiet spaces, and reduced reliance on face-to-face meetings can improve outcomes for everyone.
- Train beyond HR: Line managers must understand how neurodivergence presents and how to support it in real time, not just when someone discloses a diagnosis.
- Make neurodivergent leaders visible: Representation matters. When people see others like them in senior roles, it builds confidence and reduces isolation.
Leading on our own terms
I built Holmes Noble partly because I couldn’t find a workplace where I could lead without compromise. But most people don’t have the option to start their own firm. They remain in organisations that don’t see their strengths - and quietly question whether they belong. They do belong. And we have a responsibility to make sure they know it.
If we truly value innovation, difference, and progress, we must stop rewarding conformity. It’s time to evolve how we define and support leadership, not just in theory, but in practice.
The best leaders don’t echo the norm. They challenge it. Neurodivergent leaders do this every day. Let’s stop asking them to shrink to fit. Let’s start creating space for them to lead fully, visibly, and on their own terms.
