Why Consistent Support Matters, Even for Top Performers
In many workplaces, success is treated like a finish line. When someone is thriving, hitting deadlines, contributing fresh ideas, and managing complex tasks, it’s easy to assume they’re doing just fine. But especially for neurodivergent employees, high performance doesn’t always mean ease, and it certainly doesn’t mean the absence of struggle.
Many people achieve great results while quietly managing executive functioning challenges, sensory overload, social fatigue, or the mental toll of masking. These aren’t always visible to managers or colleagues, and when an employee seems to be performing well, their underlying needs often go unrecognized.
This disconnect can create a subtle but damaging pattern: people who are excelling may not be offered support, because it appears they don’t need it. Over time, that can lead to burnout, disconnection, and even attrition.
The reality is, being good at your job doesn’t mean you don’t need help. It means you’ve figured out how to navigate your responsibilities, often with a high level of internal effort. But thriving in the workplace isn’t just about managing; it’s about having the right environment to sustain that momentum.
For neurodivergent employees, this might look like:
Having flexible timelines to accommodate nonlinear focus patterns
Receiving feedback in clear, structured formats
Working in a space that minimizes sensory overwhelm
Being able to ask for accommodations without needing to prove difficulty
Support isn’t just a remedy—it’s a strategy. And it’s one that benefits everyone. When leaders create environments where support is proactive rather than reactive, they help employees maintain their strengths without sacrificing well-being.
So what can you do?
Ask before assuming. Just because someone appears to be doing well doesn’t mean they feel supported. Check in regularly, not just about performance, but about process.
Separate support from crisis. Needing help shouldn’t be tied to visible struggle. Make it clear that requesting accommodations or adjustments is a normal, welcome part of workplace communication.
Focus on sustainability. Encourage conversations about what helps employees not just succeed, but stay energized and engaged over time.
At its core, this is about rethinking what “doing well” actually means. Success in a role doesn’t mean every need is met; it just means the job is getting done. But for that success to be sustainable, support needs to be part of the equation.
By shifting the focus from output alone to the conditions that make that output possible, leaders can build work environments where everyone, not just those who ask the loudest, has what they need to do their best work.
