Building Mental Health Support Systems and Embracing Neurodivergence in a Workplace

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Editor’s Note: We’re excited to share this guest post from Annabelle Psychology, a trusted partner whose expertise perfectly complements our quarterly focus on employee wellness and health.

Mental health conditions like anxiety and depression, as well as neurodivergent conditions like Attention-Deficit/Hyperactivity Disorder (ADHD), are more common in the workplace than you might realise. These individuals often do not share what they are dealing with, potentially fearful that they’ll be misunderstood or judged in the workplace, with their struggles going unnoticed. 

Well, what can you do about it? It’s actually a lot simpler than you would think to support them. Whether you are a colleague, supervisor, or part of HR, small everyday actions and accommodations go a long way. These efforts help create a safe workplace environment where they feel supported and valued for who they are, regardless of their mental health struggles or neurodivergence.

 What Does It Mean to Be Neurodivergent?

Mental health conditions such as anxiety and mood disorders may be more familiar, but what about neurodivergence? Being neurodivergent means an individual’s brain functions or processes information differently from what is considered typical or “neurotypical”, but it does not relate to low intelligence. On the contrary, many neurodivergent individuals are great at what they do and can bring fresh ideas or creative thinking to the table that can benefit a team. 

Types of neurodiversity can include:

• Autism Spectrum Disorder (ASD),
• Attention-Deficit/Hyperactivity Disorder (ADHD),
• Obsessive Compulsive Disorder (OCD),
• Dyscalculia,
• Dyslexia,
• Dyspraxia, and
• Many more

Shared by Many, Seen by Few

Mental health challenges and neurodivergence in the workplace are more common than you’d think.

• Globally, an estimated 1 in 5 people could be categorised as neurodivergent.
  
• ADHD is one of the most common neurodevelopmental conditions in adults which often goes undiagnosed. For every 100 people, about 7 are estimated to have ADHD worldwide. In Singapore, this number is estimated to range from 2 to 7 out of every 100 adults.
  
• Anxiety and depression are major contributors to workplace burnout and reduced productivity. In a study of 5,725 Singaporean adults, around 807 adults showed symptoms of depression and about 870 of anxiety. Affected employees missed an average of 17.7 workdays annually and were about 40% less productive, highlighting the impact on absenteeism and presenteeism.
  
• Many people silently manage their symptoms while trying to meet the demands of work and life. Over 6 in 10 employees surveyed in Singapore are uncomfortable sharing their mental health challenges with their managers, the highest level of discomfort reported in Southeast Asia.

However, these mental health challenges are often presented in subtle and unseen ways that your colleagues might not verbalise. For example,

• A colleague with anxiety and feels overwhelmed could appear overly perfectionistic, avoidant or disengaged. 

• A colleague with depression, who is struggling to stay afloat, might appear unmotivated, irritable, or unfocused.

• A colleague with ADHD, who is overwhelmed, might miss deadlines, appear distracted, or could even be incredibly productive.

These signs are easy to misread, and even easier to judge, if we do not stop to consider what might be going on beneath the surface. Often, people dealing with mental health issues or neurodivergence must work twice as hard just to appear “fine”. This can involve masking, which means hiding how they truly feel or what they are going through to fit in or avoid being judged or treated differently.

Types of mental health masking:

• Compensation: Refers to individuals putting in extra effort to appear as though they are coping well, even when they are struggling. In the workplace, they might often work late, avoid asking for help, overprepare to seem “on top of things”, or use past experiences to “read” social cues or rehearse responses to handle conversations smoothly.

• Social masking: Refers to the individual’s pretence to be happy to hide painful emotions. Other forms can include engaging in social behaviours that do not come naturally, such as pretending to like activities they do not enjoy, laughing at jokes they do not understand, or making eye contact even when it is uncomfortable. 

• Behaviour masking: Refers to the fidgeting or stimming behaviour such as tapping, bouncing a leg, or repeating certain words or sounds. These behaviours are used to cope with stress and anxiety, but they may refrain from doing so to avoid drawing attention or bothering others.  

This hidden effort to “keep it together” while juggling work challenges can be exhausting. Over time, it increases the risk of burnout, stress, and poorer mental health. It can also lead to feelings of losing their identity. This is not necessarily because the job is too hard, but because the environment does not feel safe or supportive.

Okay, So How Can We Help?

When someone’s behaviour seems “off”, it is easy to respond with frustration, judgement, or distance. It’s only human that we are prone to interpreting things at face value or assuming the worst, especially in a fast-paced work environment. But now knowing how common mental health challenges and neurodivergence are, we can pause and reconsider our first reactions. Here are some ways to support colleagues dealing with mental health challenges or who are neurodivergent.

As an Individual:

Respond with Care, Not Assumptions:

• Practice compassion and empathy and avoid making assumptions or relying on stereotypes. Not everyone with ADHD is hyperactive. Not all anxiety looks like panic.

• Pause before reacting. Take a moment to check your assumptions and consider whether there may be invisible challenges at play.

• Avoid language like “You don’t seem depressed” or “We’re all a bit anxious”. These comments can feel invalidating or dismissive.

• Focus on what support looks like rather than trying to define someone’s experience. 

Stay Open and Supportive:

People tend to open up more when they feel safe rather than judged. However, there is no pressure to have deep conversations to help someone feel supported. All it takes is trying to relate to one another on a day-to-day basis. 

• Be approachable and kind in everyday interactions.

• When appropriate, do casual check-ins. A simple “How have things been for you recently?” or “Is there anything you need support with?” can go a long way.

• Let conversations unfold naturally without pushing for personal disclosures.

• Respect boundaries, they will share if and when they are ready to.

• Practice active listening. Sometimes, just being heard helps immensely. Do not rush to offer solutions or judgment but listen with patience.

As an Organisation:

Build a Culture Where Mental Health Is Safe to Talk About:

A culture of “open communication” only works if there’s a platform for it. People will not just speak up because they are allowed to; they’ll only do so if they truly feel safe and comfortable. 

• Provide confidential and anonymous ways for employees to share concerns, such as Employee Assistance Programs (EAPs)

• Normalise mental health check-ins as part of team culture, not just focusing on performance or KPIs

• Train managers to handle sensitive conversations with empathy

• Conduct workshops or campaigns to reduce stigma

Make Support Accessible and Lead by Example:

• Support systems only help if people are aware of them and feel safe using them.

• Offer inclusive benefits such as access to neurodiversity-informed clinicians, EAPs, mental health days, and flexible work arrangements

• Clearly communicate and promote the availability of these resources and benefits

• Encourage leaders to model empathy, openness, and prioritise wellbeing

Offer Flexibility Where Possible:

There is no one-size-fits-all, people have different ways of working and communicating. Providing different ways to work can support a diverse team.

• Allow flexible work hours or provide quiet workspaces

• Offer instructions in different formats: written, verbal, or recorded 

• Provide meeting agendas ahead of time so people can prepare in their own way

It’s Not About Being Perfect – It’s About Being Better

Supporting neurodivergent colleagues or those struggling with their mental health does not have to be a daunting task. There is no need to “fix” them or feel pressured to have all the right answers. Showing empathy, asking how you can help, and being willing to learn goes a long way.

The most important step is recognising that neurodivergence and mental health struggles do exist in every workplace. From there, we can create environments where people feel supported and valued for who they are.

If you are struggling in your workplace, diagnosis or not, here is an important reminder: You are not weak, and you are not alone. Everyone struggles and needs support sometimes.