The workplace doesn’t work equally well for everyone. Some workers face obvious physical challenges that require accommodation. Others have diverse physical, cognitive, and learning needs that can stay hidden, overlooked, or brushed aside. When those needs are unmet, workers can struggle to do their best work. When their needs are understood and addressed, workers can flourish and so can the workplace.
We asked members of the Fast Company Impact Council what workplaces should consider doing to better support people with diverse cognitive, physical, and learning needs. Here, 18 of those leaders share insights on what does and doesn’t help when it comes to supporting all people.
1. DESIGN WITH PEOPLE AND LIVED EXPERIENCE
The goal should be to design with people, not simply for them. Lived experience can reveal barriers that may be invisible to those creating the workplace and, when incorporated into the design, often leads to solutions that are more intuitive, flexible, and effective for everyone. That means involving people with diverse cognitive, physical, and learning needs in shaping the workplace itself from the beginning—from the physical environment and technology to communication, policies, and organizational practices. Accessibility should not be an afterthought but a fundamental design principle. — Gail Zauder , AbleFly Inc.
2. MAKE COMMUNICATIONS ADJUSTMENTS
I have an employee with autism, and she has taught me a great deal about how differently people process information. When I provide clear direction, specific responsibilities, and complete expectations, she performs exceptionally well. I’ve learned to be patient and adapt my communication style to what works best for her. She is genuinely one of my best employees and consistently exceeds expectations. As leaders, we need to recognize that everyone works and learns differently. Sometimes small adjustments in how we communicate make an extraordinary difference. — Kim Wileman , No Makeup Makeup
3. DON’T MAKE PEOPLE DISCOVER THEIR ACCOMMODATIONS
Proactivity and clarity are a great starting place. Our Neurodiversity at Work Survey found that 70% of neurodivergent employees don’t know what accommodations they’re entitled to, and 60% don’t know who to ask. Leaders can change that by making accommodations known from the start, rather than something employees have to uncover or disclose to get. Tell candidates what’s available during interviews, when they join, and throughout their tenure. Flexible workspaces, meeting pre-reads, and transcription tools can make a big difference. These are things that benefit everyone and are especially helpful to those with cognitive differences. — Nathan Friedman , Understood.org
4. UPDATE POLICIES AND LISTEN
Most policies exist because of something that happened before there was a policy. So when a new hire asks why something works the way it does and the answer is “that’s how it’s always been,” that’s a good sign it’s time for an update. Beyond that, listen. Not a survey whose feedback sits untouched for months, but active listening in one-to-ones, Slack channels, team meetings, and the break room. A generic response that ignores what people said is worse than no response at all. So listen, then be clear about what can change, what can’t, and why. — Colby Proffitt , Seekr
5. DESIGN WITH FLEXIBILITY FROM THE START
Most workplaces were designed around a narrow definition of how people should think, communicate, and perform. That model is outdated. The better approach is to design for flexibility from the start, rather than forcing people to ask for exceptions just to do their best work. — Ran Mullins , Psympl
6. ASK PEOPLE WHAT HELPS THEM DO THEIR BEST WORK
Ask people what they need to do their best work, then listen. It’s harder than it sounds and worth the effort. Share agendas ahead of time, let people weigh in live or afterward, and caption and record meetings. One of my team’s culture intentions is “Clear is Kind.” Clarity takes effort and sometimes courage, and it drives better outcomes. — Michele Walsh , UNICEF USA
7. RETHINK WHO GETS TO LEAD
Living with a vision disability has taught me that systems designed for the “average” person leave talent behind. That insight fuels my commitment to inclusive leadership, and my belief that accessibility and inclusion are drivers of innovation. Across education, technology, executive search, and leadership advisory, we need to challenge organizations to rethink who gets to lead, how leadership is defined, and how different perspectives create stronger organizations. Difference is a strength, not a barrier. — Meredith Rosenberg , NU Advisory Partners
8. MAKE IT COMFORTABLE TO ASK FOR HELP
I think workplaces should spend less time trying to make everyone work the same way. People think, learn, communicate, and solve problems differently, and that can be a real strength. Leaders should be clear about the outcome they need while giving people flexibility in how they get there. It’s also important to create an environment where people are comfortable asking for what they need without feeling singled out. Some of the best ideas come from people who see a problem differently than everyone else. If we build workplaces around only one way of thinking or working, we shouldn’t be surprised when we get the same kinds of answers. — Yuping Huang , Quantum Computing Inc.
9. MAKE FLEXIBILITY THE DEFAULT
Workplaces are strongest when they embrace diverse perspectives, experiences, and ways of thinking. Innovation often comes from people who see challenges differently. By fostering an open-minded, inclusive environment and providing flexibility for different problem-solving approaches, organizations can unlock new possibilities and empower everyone to contribute at their highest potential. — Chris K Bailey , Bailey Brand Consulting
10. LOOK AT CULTURE AND POLICY TOGETHER
First, people with diverse cognitive, physical, and learning needs bring real strengths. Many colleagues with dyslexia or ADHD are standout big picture thinkers, and colleagues with autism often catch patterns others miss. Next, look at culture and policy together. Do your rigid schedules, meeting norms, or accommodation process bring out their best, or get in the way? Written agendas and flexible hours go a long way. Finally, partner with Understood.org, 2Gether-International, and Easterseals, whose research and expertise can help everyone contribute at their best. — Muneer Panjwani , Engage for Good | The Halo Awards
11. FOCUS ON HOW PEOPLE LEARN
Having someone on our team with severe depression made us rethink our interview process and how we work. We focused more on how people learn and apply what they know and asked what support they need to do that well. Workplaces should give people different ways to demonstrate their skills and flexibility in how they do the work. That can mean written instructions, accessible tools, or time to process information before responding. Ask the person, then follow through. — Andra Vaduva , SafeSpace
12 . ADJUSTMENTS SHOULD BE STANDARD PRACTICE
Start by asking people how they work best and then action the answer. Intentional process can cover most of what is typically needed: agendas sent before meetings, written follow-ups after them, captions turned on, and a choice between written and spoken updates. These changes cost almost nothing and help everyone, including people who will never ask. Adjustments can be standard practice for the whole team. — James Chester , WVN
13. MAKE ROOM FOR DIFFERENCES
Make flexibility a core part of your workplace culture. Some people hit their productivity stride at 6 a.m., others at 4 p.m. Some respond quickly and others need time to digest the information for a bit before offering an idea that strengthens the plan. Some work better in silence, others with background noise or music in their headphones. Don’t put roadblocks in front of talent by thinking there’s only one way of working. Make room for those differences so everyone has an opportunity to do their best work. Make sure people feel comfortable requesting the tools or accommodations they need to thrive. — Matt Mandrella , City of Huntsville, AL
14. UNDERSTAND HOW YOUR PEOPLE WORK
The best place to start is recognizing that there is no single way people do their best work. Some need schedule flexibility, some process information differently, and others need different tools or environments to stay focused. That puts responsibility on managers to understand how their people work and create room for those differences. It should be easy for an employee to say, “Here’s what helps me do my best work,” without feeling they have to justify it. When you give people the flexibility to play to their strengths, you build a better workplace for everyone. — Matt Conlin , Fluent
15. DON’T TREAT FLEXIBILITY LIKE AN EXCEPTION
Workplaces should start by making flexibility normal instead of treating it like an exception. That means offering different ways to communicate, contribute, process information, and structure work. The goal should be to judge people by the quality of their output, not by whether they work in the exact same style as everyone else. — George Kailas , Prospero.ai
16. IDENTIFY BARRIERS AND DEVELOP PRACTICAL SOLUTIONS
I believe workplaces should focus on adapting their environments, communication, and training to different cognitive, physical, and learning needs. This matters because providing the same resources to everyone is not always enough. Employees may need accessible technology, flexible schedules, or different ways to receive information and demonstrate their abilities. Businesses should involve their teams in identifying barriers and developing practical solutions. Today, workplace inclusion should not be treated simply as a compliance issue. It should be part of how organizations develop talent and support performance. — Manuel Freire-Garabal , Gioya HEI
17. DON’T WAIT FOR AN ACCOMMODATION ASK
The best workplaces don’t wait for someone to ask for an accommodation. They design the workplace with differences in mind, recognizing that people process information, learn, and communicate in unique ways. When we reduce barriers, we enable people to spend less energy navigating the workplace and more energy contributing their talents, hopefully making the workplace better for everyone. — Namrata Yadav , Truist Foundation
18. FOSTER A CULTURE OF EMPATHY AND OPEN ACCESS
Supporting diverse needs requires shifting from only reactive accommodations to intentional workplace design. At The Trevor Project, accessibility is central to our core value of belonging. Part of why we have embraced remote work is that we’ve learned it is invaluable for accommodating disabilities, chronic illness, and learning differences. While no organization can proactively anticipate every requirement, leaders must foster a culture of empathy and open access where employees feel comfortable and empowered to request the individualized support they need to thrive. — Jaymes Black , The Trevor Project
