To Disclose or Not to Disclose: Neurodiversity, Diagnosis, and the Modern Workplace
For many neurodivergent professionals, one question looms large at every stage of their career:
Should I disclose my diagnosis at work—or not?
It is not a simple decision. Disclosure sits at the intersection of identity, safety, stigma, performance, and access to support. And despite growing conversations around DEI, psychological safety, and inclusion, research consistently shows that most neurodivergent adults still choose not to disclose their neurodiversity in the workplace.
In Episode 6 of the I Am Cape-Able Podcast, we explored this question in depth—from both the employee and employer perspectives—through lived experience, coaching insights, and real workplace scenarios . This blog expands on that conversation to help organizations and professionals make informed, strategic, and empowered decisions around disclosure.
Why Disclosure Is Still So Complicated
Despite increased awareness around neurodiversity, 76% of neurodivergent professionals choose not to disclose at work. This is not because they do not need support—it is because disclosure still carries perceived and real risk.
Many adults grew up hearing that ADHD, dyslexia, or learning disabilities were “childhood issues.” But neurodiversity does not disappear with age. It evolves. The expectations of adulthood—self-management, prioritization, sustained attention, communication, and executive functioning—often make challenges more visible, not less.
At the same time, workplaces often lag behind in understanding how neurodivergence shows up beyond childhood. Adults are still expected to “figure it out,” mask their challenges, and perform without accommodations that were once automatically provided in school.
This disconnect creates a high-stakes decision:
If I disclose, will I get support—or will I be judged, overlooked, or limited?
The Reality of Workplace Discrimination
One of the most sobering realities discussed in Episode 6 is that discrimination still exists, even when it is subtle or unintentional .
During the COVID job market, a real-world experiment revealed a stark contrast: identical resumes submitted with disability disclosure received fewer callbacks than those without disclosure. Same qualifications. Same experience. Different outcomes.
This reality explains why many professionals feel pressure to stay silent. Disclosure can feel like handing over information that may unconsciously influence hiring decisions, performance reviews, or advancement opportunities.
The fear is not unfounded.
When Disclosure Can Be Empowering
Disclosure is not inherently good or bad. It is contextual.
A supportive disclosure environment often includes:
A culture that actively discusses DEI beyond performative statements
Leadership that models curiosity, not defensiveness
Managers trained to ask how someone works best—not why they struggle
Systems that support flexibility, communication clarity, and accommodations for everyone
When these conditions exist, disclosure can unlock:
Access to tools and accommodations
Reduced burnout from masking
Clearer communication and expectations
Stronger alignment between strengths and responsibilities
The key is that disclosure works best when it is paired with strategy.
You Don’t Have to Disclose to Ask for Support
One of the most important insights from the episode is this:
You can ask for what you need without disclosing your diagnosis.
Many accommodations commonly associated with neurodiversity are actually best practices for all employees. Examples include:
Written follow-ups after meetings
Clear deadlines and priorities
Flexible scheduling
Noise-reducing workspaces
Task management tools
Clarified expectations
Framing requests around performance and effectiveness, rather than diagnosis, often lowers risk while still meeting needs.
For example:
“I work best when feedback is written so I can reference it later.”
“It helps me stay accurate when deadlines are clearly prioritized.”
“I’m most productive with fewer interruptions—can we adjust my workspace?”
If these requests are met with openness, it may indicate a culture where disclosure would also be safe. If they are resisted, that information is equally valuable.
The Employee Perspective: How to Test the Waters
Before fully disclosing, professionals can gather important data by observing how leaders respond to:
Flexibility requests
Questions about workflow or communication
Conversations around mental health or DEI
Mistakes or learning curves
A healthy environment responds with curiosity and problem-solving. A risky one responds with defensiveness, minimization, or rigidity.
Disclosure should never be rushed. It should happen after clarity—not before.
The Employer Perspective: Silence Is Not Safety
From a leadership standpoint, one of the biggest misconceptions is assuming that no disclosure means no problems.
In reality, silence often signals:
Fear of stigma
Lack of psychological safety
Employees masking challenges
Burnout building under the surface
Just as silence in a room of toddlers often means something is wrong, silence in the workplace does not equal success .
Underperformance vs. Under-Support
Leaders frequently struggle to distinguish between:
An employee who is underperforming
An employee who is unsupported
Before labeling performance issues, ask:
Have expectations been clearly communicated?
Have resources been provided?
Has feedback been specific and actionable?
Have strengths been leveraged—or ignored?
Many so-called performance issues are actually structural mismatches, not capability gaps.
The Hidden Cost of Not Supporting Neurodivergent Employees
When neurodivergent employees are unsupported, organizations pay a price:
Lost innovation
Missed insights
Increased turnover
Burnout and disengagement
Inefficient workflows
In the episode, one engineer shared an idea that dramatically improved product efficiency—an insight rooted in dyslexic big-picture thinking that had gone unnoticed for years .
Neurodivergent minds often see systems differently. When those perspectives are excluded, companies lose competitive advantage.
What a Healthy Disclosure Conversation Looks Like
From the Employer Side:
Listen without interrupting
Avoid comparisons (“my kid has ADHD too”)
Ask clarifying questions
Admit when you don’t know—and follow up
Loop in HR when appropriate
From the Employee Side:
Be clear about what you’re asking for
Focus on tools and outcomes
Document conversations
Know your legal protections under the ADA
Treat disclosure as an ongoing dialogue—not a one-time event
Disclosure should never be about justification. It should be about alignment.
How Companies Can Build Safer Disclosure Cultures
Organizations that successfully support neurodivergent employees tend to:
Normalize flexible work styles
Provide technology proactively
Offer manager training on neurodiversity
Use anonymous feedback channels
Focus on strengths-based role alignment
Many accommodations—AI tools, agendas, written summaries, prioritization frameworks—benefit everyone. This is universal design in action.
Bridging the Gap Between Employees and Employers
Neurodiversity inclusion is not about special treatment. It is about intentional systems that allow different brains to succeed.
When employees feel safe to advocate for their needs—and employers know how to respond—performance improves, communication strengthens, and retention increases.
Disclosure is not the goal.
Effectiveness, dignity, and belonging are.
Final Thoughts
The question “to disclose or not to disclose” does not have a universal answer. But with the right culture, tools, and leadership, it becomes far less risky—and far more empowering.
Neurodiversity is not a liability. It is a strategic advantage when activated correctly.
Call to Action
If you’re a neurodivergent professional seeking individualized support, or a company ready to build an inclusive and high-performing workforce, reach out to us here.
