Did you know that your team is ‘neurodiverse’? That every team is?
And that’s not a bold claim. It simply means every workplace is filled with people whose brains work in different ways.
Too often, though, brilliant minds (and valuable ideas) get lost because leaders rely on one-size-fits-all communication. They assume a message will land the same way with everyone. But it rarely does. And that’s when the problems start: misunderstandings grow, engagement slips – and talented people feel unheard.
That’s why learning how to communicate in neuroinclusive ways is essential for a thriving workplace. One where ideas are heard, conflicts ease and collaboration occurs more naturally.
To explore what this looks like in practice, we spoke with Amanda Riley and Natalie Phillips-Mason – two neuroinclusion specialists who are building workplaces where every brain belongs.
What exactly is meant by ‘neuroinclusive communication’?
Neuroinclusive communication is about rejecting the idea that everyone processes information in the same way. It recognises those differences and creates space where every brain can thrive.
‘It’s a way of communicating that’s beneficial to and understandable for every brain,’ explains Amanda Riley, Founder of Thriving with Neurodiversity.
Neurodivergent (as opposed to ‘neurodiverse’) describes people with natural variations in minds, sensory systems and cognitive profiles. The neurodivergent ‘umbrella’ is broad – and includes Autism, ADHD, dyslexia and many others.
While neurodivergent employees may benefit most directly from neuroinclusive practices, the positive impact reaches everyone – strengthening communication and culture across organisations.
‘It is estimated that at least one in five people are neurodivergent,’ says Amanda. ‘So leaders have to assume there is diversity in every team and focus on inclusion for everyone.’
Natalie Phillips-Mason, Founder of Inclusive Change, explains further: ‘Teams that practice neuroinclusive communication tend to have greater levels of respect, productivity and belonging. This is because team members are empowered to engage in ways that suit their natural styles.’
The risks of non-inclusive communication – both subtle and serious
So what happens when leaders and teams don’t practise neuroinclusive communication?
‘The first problem is when there’s only one communication style offered,’ says Natalie. ‘The other is when there are too many channels.’
When channel options are limited, people can feel excluded and contributions can be curbed. Too many options, though, can create confusion – making it hard for people to prioritise information flow and requests.
‘The sensory environment also causes barriers to people taking in messages,’ explains Natalie. ‘For instance, if you only send a video and provide no written instruction, you’re likely excluding people who don’t take in information visually.’
‘People often overlook the encoding and decoding part,’ adds Amanda.
‘Your body language, your level of knowledge, your feelings on the day – that all gets conveyed through the message. And the receiver interprets it through their own lens. Leaders need to be mindful of these complex communication layers.’
But crucially, the business risks go beyond frustrations and misunderstandings.
Poor communication can now be considered a psychosocial hazard under Australia’s strengthened psychological safety laws.
‘Mental health and psychosocial hazards must be treated with the same rigour and regulations as physical safety,’ says Amanda. ‘Leaders are required to proactively identify and reduce these risks.’
Practical ways to build an inclusive communication culture
When teams start using neuroinclusive communication, the benefits show up fast. And they last.
You can take simple steps today to cultivate an inclusive communication culture. Steps like:
- Communicating with simple, plain language – and always seeking feedback
- Asking team members how they prefer to receive updates
- Explaining the ‘why’ behind requests and decisions
- Making space and time for people to process information their way
- Providing choice so people can absorb information in different media
- Co-creating team norms for meetings, messaging and feedback
‘This is about performance, productivity and people feeling like they can be their best selves at work in a way that suits them and their brain,’ says Natalie.
And that’s the payoff: when teams understand and respect how different brains process information, conversations flow, ideas surface and rework shrinks.
The human drive behind neuroinclusive communication
For Amanda and Natalie, this work isn’t abstract theory. It’s fuelled by deeply personal experiences that shape how they champion neuroinclusive communication.
‘I have two teenagers who are both AuDHD – combined Autistic and ADHD. Eight years ago, my daughter was diagnosed with ADHD and I was diagnosed after her,’ shares Amanda.
‘I’ve seen my kids navigate school with the negative myths and stereotypes that seem to dominate the conversation, which drives me to promote a strengths-based approach. Gen Z is normalising the conversation around neurodivergence. The way I see it: I’m preparing today’s workplaces for them.’
And while Amanda’s journey began at home, Natalie’s stems from decades in corporate change management and giving every voice a platform.
‘Implementing large-scale change programs taught me that it’s often the quietest people who have the most to say,’ explains Natalie.
‘They’re the ones who don’t necessarily have a voice in big organisations. Yet the dominant form of communication gives the platform to those who speak the loudest. We need to change expectations about how people communicate so everyone can participate.’
From awareness to action: building neuroinclusive teams
The reality today is this: Communication isn’t as inclusive in workplaces as well-intentioned leaders might think.
That’s why CSA has partnered with Natalie and Amanda to develop Neuroinclusive Communication at Work – a course for inhouse teams that turns awareness into simple, achievable steps.
Co-facilitated by Natalie and Amanda, the program blends their complementary expertise and lived experience. Together, they help teams:
- Reduce misunderstandings and rework – boosting productivity
- Increase engagement by making people feel heard and valued
- Unlock better ideas by creating space for every voice
- Strengthen cohesion by connecting diverse communication styles
Natalie and Amanda emphasise that change doesn’t have to start big.
‘Remember that your team is already neurodiverse. Ask your people how they prefer to work. That question alone is a powerful step forward,’ says Natalie.
As workplaces evolve, neuroinclusive communication is becoming an essential leadership competency. Neuroinclusive Communication at Work gives your team the language, tools and confidence to make inclusion practical and measurable.