Tourette Syndrome in Local Government Workplaces: Understanding, Supporting, and Empowering Staff

What Is Tourette Syndrome?

Tourette Syndrome (TS) is a neurological condition characterised by involuntary, repetitive movements and sounds known as tics. These tics are typically classified as either:

• Motor tics – such as blinking, shoulder shrugging, or facial grimacing

• Vocal tics – such as throat clearing, grunting, sniffing, or repeating words and phrases

Contrary to popular belief, coprolalia (involuntary swearing) affects only around 10% of people with TS.

TS usually begins in childhood, with symptoms often emerging around the age of 6 and becoming more noticeable by age 10 . It is more common in boys than girls and affects approximately 1 in 100 school-aged children in the UK, with over 300,000 people living with the condition nationwide.

Tics can be exacerbated by stress, excitement, or fatigue, and while there is no cure, behavioural therapy and medication can help manage symptoms. The NHS also recommends maintaining a consistent routine, engaging in physical activity, and avoiding excessive screen time before bed .

Importantly, TS is frequently accompanied by other neurodivergent conditions. Research shows that:

• 60–80% of children with TS also have ADHD

• Up to 30% have Obsessive-Compulsive Disorder (OCD)

• 20% meet the criteria for Autism Spectrum Condition

• Many also experience anxiety and depression  

These co-occurring conditions can compound workplace challenges, making understanding and support essential.

Strengths of People with Tourette Syndrome

Despite the difficulties, individuals with TS often possess exceptional strengths that can be valuable in local government roles:

• Resilience and determination: The daily effort to manage tics builds mental toughness and perseverance.

• Enhanced cognitive control: Studies show that people with TS often develop superior self-regulation and goal-directed behaviour due to the neurological effort involved in tic suppression  .

• Strong verbal and language skills: Children with TS have demonstrated faster verbal processing and grammar assembly compared to neurotypical peers  .

• Creativity and musical talent: Many individuals with TS excel in music, art, and creative problem-solving.

• Empathy and emotional intelligence: Living with a misunderstood condition often fosters deep compassion and insight.

As actor Dash Mihok shared:

“People believe that if you can shut your Tourette’s off for a period of time, then you can always shut it off. I try to explain to people that if I spent my whole life trying to control my tics, that’s all I would have time for.”

Musician Sarah Henya echoed this sentiment:

“Tourette’s is kind of precious to me. I feel like my perspective on the world and how I treat other people is different than it would have been if I didn’t have it.”  

And footballer Tim Howard reflected:

“If I woke up and didn’t have Tourette’s syndrome, it would feel weird not better or worse, just different.”

These voices remind us that TS is not simply a challenge it is a different way of experiencing and engaging with the world, often with unique gifts and insights.

Challenges in the Workplace

For staff with Tourette Syndrome (TS), the workplace can present a range of challenges many of which stem not from the condition itself, but from how it is perceived and accommodated.

1. Social Stigma and Misunderstanding

Despite growing awareness, TS remains widely misunderstood. Tics especially vocal ones can be misinterpreted as disruptive, inappropriate, or even intentional. This can lead to:

• Embarrassment and anxiety: Nearly 60% of individuals with TS report feeling uncomfortable in professional settings due to how others perceive their tics.

• Fear of disclosure: Many choose not to disclose their diagnosis, fearing discrimination or exclusion.

• Isolation: Misunderstanding can lead to social withdrawal or exclusion from team activities.

As one employee with TS shared:

“I’ve had to explain my tics so many times that I now avoid meetings unless absolutely necessary. It’s exhausting trying to manage people’s reactions.”

2. Disruption and Fatigue

Tics can interfere with tasks requiring sustained concentration, fine motor skills, or verbal fluency. Suppressing tics especially in public or high-pressure environments can be mentally and physically draining.

• Cognitive fatigue: The effort to suppress or mask tics can reduce focus and productivity.

• Physical discomfort: Repetitive motor tics may cause muscle strain or pain.

• Impact on performance: Staff may struggle with tasks like public speaking, phone calls, or data entry, depending on the nature of their tics.

3. Misinterpretation and Bias

Without proper understanding, colleagues and managers may:

• Mistake tics for behavioural issues or lack of professionalism.

• Assume the individual is being disruptive or disrespectful.

• Avoid collaboration, feedback, or promotion opportunities.

This can result in unintentional discrimination, reduced career progression, and a lack of psychological safety.

What Can Staff Do to Help Themselves?

While systemic support is essential, individuals with TS can take proactive steps to manage their condition and advocate for their needs in the workplace.

1. Establish Routines

Regular schedules, structured workflows, and predictable environments can help reduce stress and tic frequency. Physical activity and adequate sleep also play a key role in symptom management.

• Use digital planners or visual timetables.

• Schedule breaks to decompress and reset.

• Build in quiet time before or after meetings.

2. Use Stress-Reduction Techniques

Stress is a major trigger for tics. Techniques such as:

• Mindfulness and meditation

• Breathing exercises

• Progressive muscle relaxation can help regulate emotional responses and reduce tic severity.

Some staff find benefit in using apps like Headspace or Calm, or joining workplace wellbeing initiatives.

3. Educate Colleagues

Sharing information about TS either directly or through HR can help demystify the condition and reduce stigma.

• Offer to explain your tics in a team meeting or one-on-one.

• Share resources from trusted organisations like Tourettes Action.

• Encourage open dialogue and questions.

This not only improves understanding but fosters empathy and inclusion.

4. Seek External Support

Organisations such as Tourettes Action offer:

• Employment advice and advocacy

• Peer support groups

• Webinars and resources for adults with TS

Connecting with others who share similar experiences can be empowering and reduce feelings of isolation.

What Can Councils Do to Support Staff?

Local authorities have both a legal duty under the Equality Act 2010 and a moral responsibility to ensure that neurodiverse staff, including those with Tourette Syndrome (TS), are supported to thrive. This is not only about compliance it’s about creating inclusive, high-performing workplaces that reflect the diversity of the communities they serve.

Here are four key ways councils can support staff with TS:

1. Reasonable Adjustments

Reasonable adjustments are practical changes that remove barriers and enable staff to perform their roles effectively. For employees with TS, these might include:

• Flexible working arrangements: Allowing remote work, flexible hours, or reduced exposure to high-pressure environments.

• Quiet spaces: Providing access to low-stimulation environments where staff can decompress or manage tics privately.

• Avoiding roles that require prolonged tic suppression: Suppressing tics can be exhausting and counterproductive. Roles should be matched to individual strengths and needs.

• Noise-cancelling headphones and screen breaks: These can help manage sensory overload and reduce stress triggers.

These adjustments should be co-designed with the employee and reviewed regularly to ensure they remain effective.

2. Workplace Needs Assessments

A Workplace Needs Assessment is a semi-formal process conducted by a specialist to identify specific challenges and recommend tailored support strategies. These assessments:

• Are typically funded through the Access to Work scheme

• Cost around £450, making them a cost-effective investment

• Result in personalised support plans that improve confidence, productivity, and team cohesion

Local authorities should ensure HR teams are trained to support staff in accessing these assessments and integrating recommendations into day-to-day practice.

3. Inclusive Culture

Creating a neuroinclusive culture means embedding understanding, empathy, and respect into the organisation’s values and behaviours. Councils can:

• Train managers and HR teams to recognise TS and respond supportively

• Promote open conversations through staff networks, lunch-and-learns, and internal campaigns

• Celebrate neurodiverse strengths in newsletters, awards, and case studies highlighting creativity, resilience, and unique problem-solving approaches

This cultural shift helps reduce stigma and fosters psychological safety, enabling staff to bring their whole selves to work.

4. Communication and Language

Language matters. Councils should:

• Avoid deficit-based language: Refrain from describing TS as a “disorder” or “problem”

• Focus on difference, not dysfunction: Emphasise the value of diverse thinking styles and lived experiences

• Model inclusive communication: Ensure leadership and HR use respectful, person-centred language in policies, conversations, and documentation

This shift in tone helps build trust and signals that neurodiversity is welcomed and valued.

Final Thoughts

Tourette Syndrome is not a barrier to success it is a different way of thinking. In local government, where solving complex challenges demands creativity, empathy, and resilience, embracing neurodiversity is not just inclusive it is strategic.

By recognising the challenges and celebrating the strengths of staff with TS, councils can foster environments where everyone has the opportunity to thrive. This means going beyond compliance to build cultures of equity, empathy, and empowerment.

As awareness grows, so too must our commitment to:

• Inclusive leadership

• Accessible systems

• Supportive teams

Because when we design workplaces for difference, we create spaces where innovation, collaboration, and belonging flourish benefiting not just neurodiverse staff, but the entire organisation and the communities it serves.