01 Sep Not special, just sensible: Rethinking workplace adjustments
The “yes” that changed everything
It was 2003. I was heavily pregnant with my first baby, and I remember standing in front of the mirror before work – dressed up for the office, trying to believe that, yes, my belly really was that big.
Remote work wasn’t a thing. Not in most places, anyway. I was expected to show up, in the office, same as everyone else.
So I commuted across the city by train. Heavily pregnant. No guaranteed seat. Sometimes no air-conditioning. Often no space to breathe.
(And yes, please, if you’ve got teenagers or early-career employees in your life, remind them what priority seating is for. It matters.)
I was determined to keep working. But I was also exhausted, uncomfortable, and starting to feel like something had to give. So I asked my manager if I could start working from home when I needed to.
He said yes.
There were few policy templates and HR checklists. Just a straightforward conversation and a bit of trust.
That “yes” gave me two hours of my day back. It probably saved me from a few health scares too. But most of all, it gave me my first real lesson in what workplace adjustments can do – not just for individuals, but for teams.
Flexibility didn’t start with COVID
We talk about workplace flexibility like it’s something we all discovered in 2020. And yes, that was a turning point. But adjustments? Flexibility? We’ve been doing that forever.
We’ve just found it easier to be compassionate, flexible and make adjustments for what we can see – like a pregnant belly. But many needs aren’t visible. And those are just as real.
What’s changed is that somewhere along the way, we’ve started treating adjustments – especially for things we can’t see as clearly – like favours. Like special exceptions. Like something you only offer if someone can prove they’ve “earned” it.
But they’re not special. They’re just part of how good leaders lead.
Why it matters for neuroinclusion
Leaders have always led neurodiverse teams. Knowingly or not.
Because what’s a team, anyway? A group of people with unique working styles, sensory requirements and cognitive processing speeds.
These people may identify with non-apparent disabilities – or not. They may be asking for quiet spaces, clearer instructions and predictable schedules. They may just want the chance to work in a way that plays to their strengths.
And these aren’t indulgences. They’re the same kinds of adjustments that neuroinclusive leaders make, quietly and often.
So when someone asks for what they need to thrive – and we treat it like they’re asking for too much – we send the message that support is conditional. That inclusion is extra. That you can have it, but only if you fight for it.
What holds us back?
In conversations with my clients, a few common blockers come up. They’re worth naming.
- We overcomplicate: Not every adjustment needs a policy. Often, a quick conversation and a little thoughtfulness will do.
- We confuse equality with equity: Giving everyone the exact same support isn’t equity. It’s about giving people what they need to succeed.
- We wait too long: Adjustments shouldn’t be reactive. We don’t need to wait for someone to burn out before we offer options.
None of this is about lowering standards. It’s about clearing the path so people can meet them.
Leadership beyond ticking boxes
Looking back, I realise how lucky I was. My manager didn’t need a business case. He just trusted me. He saw I was doing my best and gave me the space to do it safely.
That moment taught me more about leadership than any training course I’ve ever done.
Because adjustments aren’t about ticking boxes. They’re about asking, “What do you need?” and being willing to act on the answer.
They’re about remembering that we’re not managing machines – we’re working with people. And people go through things. They have babies, and migraines, and noisy brains. They grieve. They grow. They change.
And good leaders? They see inclusion as part of their job.
Let’s normalise the normal
If you’ve made adjustments before – for yourself, for a team member, for a friend – you already know what inclusion looks like.
We don’t need to reinvent the wheel. We just need to remember what we already know.