Are ‘Reasonable Adjustments’ Just Good Leadership in Disguise?

04 August 2025

By Andrew Lambert

Are ‘Reasonable Adjustments’ Just Good Leadership in Disguise? featured image

In 2026, the conversation around workplace inclusion is evolving, but we’re still calling common-sense changes “reasonable adjustments.” Why? Most of these practices cost nothing and benefit everyone. This article explores why inclusive leadership shouldn’t be an accommodation, it should be the norm.

“But we can’t change everything for one person.”

Adappi, a yellow lightbulb cartoon, raises one hand to signal “stop” while looking startled.

That sentence always makes me mad. Not just because it’s wrong, but because it shows something much deeper. A belief that the status quo is fine, and anyone who can’t cope with it is the problem.

But let's think about this. Most “reasonable adjustments” aren’t adjustments at all. They’re not extravagant, expensive or indulgent perks. They’re just good practice. Good leadership. And frankly, most of the time, they help everyone, not just the person who asked for them.

What we call ‘adjustments’ are often just common sense

Let’s take a look at what people are actually asking for:

  • Clear instructions
  • Written follow-ups
  • Flexible hours
  • Quiet working spaces
  • Time to process feedback
  • Clear agendas for meetings
  • The option to not have cameras on
  • Clothing that’s comfortable

None of this is luxury. None of it is complicated. And yet, for neurodivergent people, getting these basics often feels like pulling teeth.

You ask for clarity and get told you’re “being difficult”.
You ask for quiet space and get a pitying look.
You say “I work better when I’m not rushed” and it’s framed as slacking.

It’s exhausting.

And it leaves so many of us afraid to speak up again. Because no one wants to be seen as the “needy” one. The high-maintenance one. The one who always has an issue.

The real issue is how workplaces are designed

When a single request makes everything wobble, the problem isn't the request. The problem is that the system was never designed to flex in the first place.

And that’s the part most people miss. Neurodivergent people aren’t broken. But we’re often working inside systems that were built without us in mind.

Environments that prize speed over clarity.
Noise over focus.
Conformity over communication.

That’s where the struggle lives.
It’s not the difference that causes harm, it’s the inflexibility around it.

What happens when someone does ask?

Let’s be honest: asking for what you need at work is a risk. Especially when you’ve already had years of being misunderstood.

Sad female lightbulb character with a blue bow, sitting on the floor with a tearful expression, conveying feelings of exclusion and sorrow.

Imagine this:

You finally find the courage to say,
“I’d like written feedback after meetings, it helps me take it in better.”
And suddenly, the tone changes.

Colleagues glance at each other.
Someone mutters something about “special treatment.”
You feel yourself shrinking.

You walk away wondering whether it was worth it.

That’s the emotional tax so many of us carry. Not just the burden of having to ask—but the shame, the resentment, and the silent consequences that often follow.

This isn’t about legal compliance. It’s about culture.

Yes, the Equality Act 2010 exists.
And yes, employers have a legal duty to make reasonable adjustments.

But if we’re only making changes when HR tells us we legally have to, then something’s gone very badly wrong.

Culture isn’t built by law—it’s built by leadership.

So the question is: what kind of culture are you shaping?

  • One where people are scared to ask for what they need?
  • Or one where different brains, bodies, and communication styles are welcomed without question?

Because that’s what true inclusion is, not in policy, but in how people are treated.

A Quick 2026 Perspective:

Since this article was first published, we’ve seen even more evidence that flexible, inclusive leadership boosts retention, wellbeing, and productivity. As hybrid work becomes the norm, many so-called “adjustments” are now expected by all employees...not just neurodivergent ones.

Going back to basics, here's a list of some of the things that I would call basic, decent practice, and why it helps more than just neurodivergent people.

So, what is reasonable?

Lightbulb cartoon character with a bow holding a megaphone and a book

✅ Clear instructions

Don’t just say “ASAP” or “get this sorted”. Be specific. What do you need? When? Why? How should it be delivered?
Who it helps: Everyone. Clarity reduces stress and saves time.

✅ Written follow-up

Not everyone processes verbal information on the spot. A written recap can make all the difference.
Who it helps: People with ADHD, autism, anxiety, memory issues, and any busy professional juggling five things at once.

✅ Predictable meetings

Send agendas. Stick to time. Don’t throw in surprises.
Who it helps: People who need time to prepare, and anyone who hates having their time wasted.

✅ Sensory flexibility

Noise-cancelling headphones. Camera-off options. Casual dress. Movement breaks.
Who it helps: People with sensory sensitivities, chronic pain, anxiety, and yes—neurotypical people too.

✅ Choice, not control

Don’t micromanage. Focus on outcomes. Let people choose the path that works for their brain. You'll get more from them if you do!
Who it helps: People with ADHD, dyslexia, autism, and every human being who thrives with autonomy.

What to Do (and What to Avoid)

✅ Do:

  • Write agendas and outcomes in advance for meetings
  • Allow people to switch off cameras or take movement breaks
  • Follow up with clear, written instructions
  • Give clear, and where possible, flexible deadlines
  • Encourage asynchronous communication and challenge
  • Let people work in ways that suit their brain (tools, hours, space)
  • Ask what would help? rather than making assumptions

❌ Don’t:

  • Say “we’ve always done it this way”
  • Expect people to self-disclose just to access basic support
  • Assume neurodivergence looks the same in everyone
  • Label someone “difficult” when they’re actually just overwhelmed
  • Frame flexibility as a favour—it’s a culture shift, not a perk

So why the resistance?

Honestly? It’s usually fear.

  • Fear of change
  • Fear of perceived unfairness
  • Fear that flexibility will lead to chaos

But the truth is, workplaces already flex all the time, for the people at the top at least.

Late starts for meetings? No problem.
Written minutes? Optional.
Quiet space? Reserved.

We already know how to accommodate people. We just need to extend that same flexibility to everyone, and not just those who look or sound a certain way.

Let’s call it what it is

These aren’t “nice extras”.
They’re not fringe benefits.
They’re not special treatment.

They are human responses to human needs.
And most of them don’t cost a penny.

If you want to build a better workplace, then start there.

When neurodivergent people are able to work in a way that fits, the whole team benefits.
Misunderstandings go down. Communication improves. Trust grows.

That’s good leadership.

Final thoughts

Lightbulb cartoon character giving a presentation with a flip chart

So next time you hear someone say,
“But we can’t change everything for one person”...

Ask: why not?

And then ask something better:
What would this workplace look like if it were built to fit more than one kind of mind?

You might be surprised by how much it improves.

Want help making your workplace more neuroinclusive?
Get in touch → ADHD & Autism Coaching | Newcastle & North East England
Or browse more posts → ADHDaptive Blog | ADHD Blog Insights on ADHD and Neurodiversity

Friendly, anthropomorphic lightbulb character with big eyes and a bright smile, waving one hand and wearing sneakers and gloves

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