Supporting neurodiverse teams using AI and inclusive management

Creating inclusive workplaces goes far beyond good intentions. For managers, especially those supporting neurodiverse teams, inclusive leadership requires a conscious, informed approach. One of the key elements of this is understanding executive functioning — the mental skills we use for tasks such as planning, organising, remembering, and managing time.

For neurodivergent individuals, executive functioning can be significantly more challenging. Research indicates up to a 30% developmental delay in these skills, leading to real difficulties in areas many may take for granted.

The cognitive load of everyday work

1. Organising, planning and prioritising

These are often highly taxing for neurodiverse individuals. What might appear to be a simple to-do list can involve dozens of micro-decisions: how long each task might take, which is most urgent, and how to sequence them.

Tools such as Motion AI and Goblin Tools offer practical assistance. Motion AI automatically schedules tasks and integrates them into your calendar, adjusting in real time. Goblin Tools, despite its retro aesthetic, breaks down tasks into smaller, manageable chunks — especially helpful for those who struggle with overwhelm.

2. Focusing and flow states

Focus can be elusive, particularly for those with ADHD. While many may enter a focused state with relative ease, neurodivergent individuals often face a higher mental barrier. Ironically, once focus is achieved, hyperfocus can take over — an intense concentration that may cause someone to lose track of time entirely.

Apps like Forest (which gamifies focus) and Inflow (a body-doubling and Pomodoro-based productivity tool) are valuable in helping manage and maintain productive attention.

3. Emotional regulation and rejection sensitivity

Emotional dysregulation is common in neurodivergent people and can manifest through heightened sensitivity to rejection, known as rejection sensitivity dysphoria (RSD). Even minor events, like not being included in a meeting, can trigger disproportionate emotional responses.

To navigate this, managers can utilise tools like Goblin Tools’ Formuliser, which rephrases feedback in more emotionally sensitive language, and the Judge tool, which analyses tone to ensure constructive intent comes across clearly.

4. Working memory and processing speed

Reduced working memory can make it difficult to retain information in real-time. Note-taking during meetings, for instance, may overload someone’s cognitive bandwidth. Tools like Otter AI offer automatic transcription, summarisation, and action item capture — enabling full participation without the stress of multitasking.

5. Time management and time blindness

Time blindness, the inability to accurately judge time passing, is another executive function challenge. This can lead to late arrivals, lost hours, or overlong tasks. RescueTime helps track time spent on various applications and activities, offering insight and strategies to improve balance. It’s critical this isn’t used as surveillance, but rather as a personal tool for insight and growth.

Burnout prevention and sustainable productivity

Neurodiverse individuals may experience burnout more quickly due to higher cognitive loads, masking behaviours, and constant self-monitoring. This is exacerbated in traditional 9-to-5 models, which don’t always reflect how these individuals work best. Burnout may not stem from laziness or disorganisation, but from the mental strain of trying to operate in a way that doesn’t suit their neurological wiring.

Tools such as Claude AI can help managers and individuals design more tailored project plans — breaking down tasks by cognitive load, reducing context-switching, and building in buffer time. This proactive scheduling approach allows teams to prioritise effectively while protecting mental health.

Intentional pausing: slowing down to reconnect

Intentional pauses to reset is important. Microsoft Copilot, which is likely to be widely available soon, can guide individuals through calming breathing exercises and help structure the next steps of the workday. Its conversational tone and customisability make it a surprisingly effective digital pause partner.

Managing inclusively

Effective inclusive management starts with human-centred communication. Rather than assuming, ask team members what helps them work at their best. Flexibility is essential — flexible hours, remote working, and additional breaks can be powerful — but so is clarity. Without clear expectations, flexible working can quickly become overwhelming.

Consider using personal user manuals — short documents each team member fills in to describe their preferred communication style, feedback preferences, and what helps or hinders their work. This helps to normalise different working needs and ensures everyone feels understood and respected.

Meeting inclusivity

Meetings can also be adapted with simple strategies: sending agendas in advance, offering the option to keep cameras off, and allowing multiple modes of contribution (e.g., chat, voice, or collaborative documents). These considerations benefit everyone, not just neurodivergent colleagues.

Using AI ethically

While AI tools offer remarkable support, they are not a replacement for human judgment. These technologies work on statistical predictions and cannot truly understand empathy, nuance, or lived experience. Managers must use AI as a supplement, not a substitute — leaning on these tools for structure while bringing compassion and adaptability themselves.

Moreover, AI tools reflect the data they are trained on, which may not always be diverse or inclusive. Their outputs may miss subtle cultural or contextual cues, so a critical lens is essential.

People at the centre

Ultimately, no tool can replace a thoughtful, empathetic manager. AI can help break down tasks, rephrase feedback, or visualise project timelines. But it cannot build trust or foster psychological safety. Managers must lead by example, remain curious, and cultivate space where team members feel safe to be themselves.

Inclusive leadership is not about fixing people. It’s about recognising their strengths, removing unnecessary barriers, and working with them, not around them.