Unmasking Potential: What Local Government Can Learn from Hidden Neurodiversity

What if the most innovative ideas in your council are hidden behind a mask?

Across local government, we talk about inclusion, diversity, and equity but often overlook a silent challenge: the pressure many neurodivergent people feel to hide who they really are. This isn’t a niche issue. Research shows 91% of neurodivergent employees mask their symptoms at work, often fearing discrimination or even job loss if they disclose their condition. In the UK, a major study found 63% of neurodivergent staff regularly mask at work, and 42% feel uncomfortable asking for reasonable adjustments. Masking is not a sign of thriving it’s a survival strategy.

Dr. Devon Price’s book Unmasking Autism shines a light on this reality. Price writes:

“Though masking is incredibly taxing and causes us a lot of existential turmoil, it’s rewarded and facilitated by neurotypical people. Masking makes Autistic people easier to ‘deal’ with. It renders us compliant and quiet. It also traps us.” 

This double bind where being “well-behaved” means suffering in silence forces many neurodivergent employees to keep masking far longer than they want to. And the cost is steep: burnout, anxiety, depression, and even loss of identity. Studies link chronic masking to exhaustion, reduced productivity, and mental health struggles, including higher rates of suicidal ideation among autistic adults.

What Does ‘Unmasking’ Mean?

Masking is the act of concealing one’s natural neurodivergent traits to fit into social or professional norms. For autistic and other neurodivergent individuals, this might mean forcing eye contact, mimicking speech patterns, or suppressing sensory needs. It can even involve rehearsing scripts for meetings or saying “yes” to requests just to avoid standing out.

While masking can help someone “blend in,” it comes at a cost emotional fatigue, identity erosion, and long-term stress. Price argues that masking isn’t just a personal coping mechanism; it’s a systemic response to workplaces that reward conformity over individuality. When people spend energy hiding who they are, their creativity and problem-solving abilities are stifled.

As Price puts it:

“Refusing to perform neurotypicality is a revolutionary act of disability justice. It’s also a radical act of self-love.” 

Why This Matters for Local Government

Local authorities face complex challenges: budget constraints, rising demand for services, and the need for innovation. Yet, innovation thrives on diversity of thought and neurodivergent employees often bring exceptional strengths: pattern recognition, deep focus, creative problem-solving, and resilience. Research shows that 15–20% of the population is neurodivergent, but unemployment among this group can reach 30–40%, meaning councils may be overlooking a vast pool of talent.  

When neurodivergent staff feel compelled to mask, councils risk losing these strengths. Masking drains cognitive energy, reduces productivity, and increases burnout risk. As Dr. Devon Price writes:

“Most of us are haunted by the sense there’s something ‘wrong’ or ‘missing’ in our lives that we’re sacrificing far more of ourselves than other people in order to get by and receiving far less in return.” 

Moreover, masking perpetuates inequality. It signals that success depends on fitting a narrow mould rather than embracing diverse ways of thinking and working. For a sector committed to serving all residents, that’s a contradiction we can’t afford.

The Business Case for Inclusion

Neurodiverse teams don’t just feel good they perform better. Studies show that organisations embracing cognitive diversity report higher productivity, faster problem-solving, and greater innovation. Deloitte calls neurodiversity “one of the most underutilised assets in developing breakthrough ideas”. In fact, teams with high psychological safety are 21 times more likely to contribute innovative ideas, and councils that foster inclusion can expect up to 12% higher productivity and 30% more collaboration.

Lessons from Unmasking Autism

Dr. Price’s work offers three powerful lessons for local government:

1. Embrace Authenticity

Councils should create cultures where employees feel safe to show up as themselves. This means valuing different communication styles, work rhythms, and problem-solving approaches. Price reminds us:

“Refusing to perform neurotypicality is a revolutionary act of disability justice. It’s also a radical act of self-love.” 

2. Challenge Norms

Many performance measures and recruitment practices reward extroversion and “polish.” Rethink these norms. Does a candidate really need to ace a high-pressure panel interview to prove their worth? Could written or asynchronous options level the playing field? Neurodivergent candidates often excel in roles requiring data analysis, creative reasoning, and complex problem-solving skills councils desperately need.

3. Create Safe Spaces

Psychological safety isn’t a buzzword it’s a prerequisite for innovation. Teams that feel safe to speak up are 21 times more likely to generate new ideas and experience 40% lower turnover. Leaders must model vulnerability, admit mistakes, and actively invite diverse perspectives. As Harvard Business Review notes,

“Interpersonal risk translates into business risk when employees are afraid to speak up, opportunities for innovation are lost”.

Practical Steps for Councils

Embedding neurodiversity into organisational culture requires more than good intentions it demands structural change. Here’s how councils can lead the way:

1. Audit Recruitment Processes

• Review competency frameworks for unnecessary barriers. For example, rigid criteria such as “excellent verbal communication” can exclude candidates who excel in analytical or technical roles.

• Replace timed psychometric tests with alternative assessments that measure capability without penalising processing speed.

• Offer multiple interview formats written responses, asynchronous video, or practical exercises so candidates can demonstrate strengths authentically.

“When we prioritise conformity over capability, we lose the very innovation we claim to seek.” – Dr Devon Price

2. Offer Flexibility

• Remote and hybrid working options reduce sensory overload and commuting stress.

• Flexible hours allow employees to work during their peak focus times.

• Create sensory-friendly spaces in offices: quiet zones, adjustable lighting, and noise-reducing materials.

According to the CIPD, 83% of neurodivergent employees say flexible working improves their productivity, yet only 38% of UK employers offer meaningful flexibility as a reasonable adjustment.

3. Invest in Training

• Equip managers with neurodiversity awareness and inclusive leadership skills.

• Train HR teams on reasonable adjustments under the Equality Act 2010 not as a compliance tick-box, but as a strategic enabler.

• Include neurodiversity in leadership development programmes, ensuring senior leaders champion inclusion.

Research by Deloitte shows that organisations with inclusive leadership are 6 times more likely to be innovative and 8 times more likely to achieve better business outcomes.

4. Celebrate Difference

• Share success stories of neurodivergent staff thriving in local government roles. Representation matters.

• Use internal communications to normalise conversations about neurodiversity spotlighting strengths, not deficits.

• Encourage employee resource groups for neurodivergent staff to build community and influence policy.

“Refusing to perform neurotypicality is a revolutionary act of disability justice. It’s also a radical act of self-love.” – Dr Devon Price

The Bigger Picture

Unmasking isn’t just about individuals it’s about systems. When councils embrace hidden neurodiversity, they unlock creativity, empathy, and resilience. This isn’t charity; it’s strategy. Deloitte calls neurodiversity “one of the most underutilised assets in developing breakthrough ideas.” In a world where public services must do more with less, tapping into the full potential of your workforce is a competitive advantage.

The question isn’t whether neurodivergent people belong in local government they already do. The question is: will we create workplaces where they can stop hiding and start leading?