I recently talked with Dr. Ludmila Praslova about what it really means to create neuro-inclusive workplaces. Dr. Praslova’s work, including her book The Canary Code, gets to the core of how neurodivergent professionals experience organizations—and how those workplaces can evolve for everyone’s benefit.
I started by naming something I’ve felt my whole career. I walk into a meeting and sense a problem before anyone else does. For a long time, I couldn’t explain it. I just knew I noticed things others missed. Dr. Praslova explained that’s the “canary in the coal mine” effect. She’s spent more than 25 years studying this, and her research backs up what I’ve lived: neurodivergent brains process more information in less time, which means we spot issues early. We’re not broken or too sensitive. Our nervous systems just react faster and more intensely to workplace dynamics. That can be a gift, but it’s also risky. Sometimes, calling out problems puts a target on our backs.
Dr. Praslova’s research makes it clear: sensitivity isn’t a flaw. Canaries in coal mines weren’t weak; they were essential. They had to be watched and protected, not sacrificed. That’s how she frames neurodivergent employees—people who notice what’s wrong before anyone else.
She lays out six principles in The Canary Code that stand out to me.
- Participation comes first
- Ask people what they need
- Don’t assume
- Motivation and productivity go up when people feel seen
- Focus on outcomes rather than on how work gets done. Flexibility follows from there.
Dr. Praslova shows that these principles don’t just help neurodivergent employees. Everyone benefits when the rules are fair and transparent.
We talked about organizational justice. Dr. Praslova thinks companies need systems, checks and balances, real tools for making decisions about hiring and promotion. I agree. Relying on individual managers to “do the right thing” just isn’t enough. Transparency comes up again and again. Hidden rules and unclear expectations fuel stress and burnout. I’ve been in organizations that claim to value engagement, but you can’t get engagement without transparency and honest feedback.
We dug into what real change looks like. Dr. Praslova points out that inertia and tradition keep companies stuck. People fear the risk of change, especially leaders at the top. There’s a comfort in old manuals and policies, even when they don’t work anymore. She’s direct about it: nobody likes change, but neurodivergent employees aren’t uniquely resistant. That’s a stereotype. If anything, we’re often the ones pushing for what needs fixing.
We both know burnout is real. Too often, companies rely on one person to be the change agent. That’s a recipe for exhaustion. Dr. Praslova says organizations need more than self-advocacy. The burden shouldn’t fall on the neurodivergent employee to constantly translate and explain themselves. I’ve felt that. It’s exhausting and unfair. She’s clear: real solutions come from system-level changes, not just individual adaptation.
Flexibility came up again. Dr. Praslova recommends finding allies and focusing on what really matters to managers and the organization. She advises experimenting with a new way of working for two weeks to see if it helps. It’s about finding solutions that work for both sides, without self-betrayal or burnout. I’ve navigated that myself. Honest check-ins, offering solutions, and getting needs met through trial and error made the difference for me.
Dr. Praslova’s call for more neurodivergent leaders resonated with me. We need more managers who get it, but they can’t do it alone. Groups, ERGs, and informal networks matter. That’s where cultural change starts—in small teams that build their own flexible, honest norms.
If you want her research, practical framework, and step-by-step playbook, check out The Canary Code. There’s a link below. Watch the full conversation to get every detail. Our workplaces can become more neuro-inclusive. We thrive together, or not at all.
About Brett, The AuDHD Boss:
Brett Whitmarsh (he/they), founder of The AuDHD Boss, is late-diagnosed autistic and ADHD. Brett spent twelve years in corporate leadership at a national education publishing company, most recently as VP of Professional Books and Media and, before that, VP of Digital Content and Communications. He served as co-chair of the company’s Pride and Mental Health employee resource groups, an active member of its Black Alliance and AccessAbilities ERGs, and a founding member of its inclusion leadership committee.
Brett advises leadership and HR teams on building neuro-inclusive workplaces, including organizations running neurodivergent hiring programs. He also coaches late-diagnosed autistic and ADHD adults navigating their careers, and speaks at corporate events and conferences on neurodiversity at work.