It’s not support or performance. It’s both.
There’s a pattern I’ve been noticing in a lot of organisations recently, particularly when I’m working with HR teams and managers.
Many managers are motivated, capable and genuinely want to do a good job. They’re focused on delivery, outcomes and performance, and they take that responsibility seriously. Especially for those earlier in their careers, there’s often a strong sense that they need to get results, keep things moving and demonstrate impact.
Because of that, their attention naturally goes to performance.
What’s being delivered.
Whether expectations are being met.
Where things might be slipping.
But something I see time and again is that individual needs don’t always come into the conversation at that point. Not because managers don’t care, but because it doesn’t always feel directly relevant to performance, or it feels harder to accommodate when time is tight.
And that’s where problems often start to build.
When performance issues aren’t really performance issues
When something isn’t working for someone at work, performance is usually already being affected. The challenge is that it doesn’t always show up in obvious ways.
Instead, it can look like work taking longer than expected, misunderstandings around what’s been asked, or someone who is clearly capable but not quite delivering at the level you’d expect.
From a management perspective, it’s very easy to stay at that level. To focus on the output, tighten expectations and push for improvement.
But quite often, when you take a step back and look more closely, there’s something else going on.
It might be how the work has been set up, how expectations have been communicated, or assumptions that have been left unspoken. For neurodivergent employees in particular, including many autistic people, those gaps in clarity can create a significant amount of friction.
This isn’t about capability. It’s about how the work is being approached and experienced.
The shift that makes the biggest difference
What I’m seeing work well in organisations is much simpler than many people expect.
It comes down to being very clear on the what, and more flexible on the how.
In practice, that means being specific about what needs to be delivered, what good looks like and by when. Those things matter. They create a shared understanding and a clear standard.
Where things can shift is in how much we assume there is only one “right” way to get there.
The reality is that people don’t all work in the same way. Some people benefit from more structure and clear sequencing of tasks. Others need thinking time before they respond. Some need very explicit direction upfront, while others work best with more autonomy once the goal is clear.
When that isn’t recognised, differences in working style can easily be misinterpreted as performance concerns.
What this looks like for managers day to day
The good news is that this doesn’t require a complete overhaul of performance management or complex new processes.
In most cases, it’s about small, practical shifts in how managers communicate and support their teams.
That might include being more explicit about what “good” looks like, asking someone how they plan to approach a piece of work rather than assuming, and checking in earlier in the process instead of waiting until something is delivered.
It can also mean having more open conversations about what helps someone do their best work, and agreeing any adjustments before things start to slip.
None of this lowers standards. In fact, it tends to make them clearer and easier to deliver against.
If you’re looking at how to develop this in your team, you can find more about how I work with organisations here.
Why this matters for performance and inclusion
There’s often an underlying concern that focusing on individual needs will somehow compromise performance.
In reality, the opposite is usually true.
When people have clarity about what’s expected, and the space to approach their work in a way that suits how they think and operate, they are far more likely to perform well and consistently.
For organisations looking to build neuroinclusive workplaces, this is a critical shift. Supporting neurodivergent employees is not about creating exceptions or lowering expectations. It’s about removing unnecessary barriers so that people can contribute at their best.
And that benefits everyone, not just those who identify as neurodivergent.
A note for South Yorkshire organisations
I’ve recently been working with Skills Bank on a training prospectus focused on helping organisations build manager capability in this space.
If your organisation is based in South Yorkshire and meets the eligibility criteria, you may be able to access funding covering up to 40% of training costs.
I can also support with the application process if that’s helpful.
Final thought
Supporting people and driving performance aren’t competing priorities.
In most cases, one is what enables the other.