People on the spectrum can be an extraordinary asset in a lot of ways, but they don’t follow the same rules as neurotypical people. This can lead to misunderstandings, underperformance and, in the worst-case scenario, burn-out and resignation.
Managers who want to retain their neurodivergent talents have great incentives to get some clear guidelines about how to meet the needs of their employees. This can be achieved through coaching, or through more thorough and in-depth audit of the workplace.