8. Not Lazy, Just Wired Differently - Why “One-Size-Fits-All” Doesn't Work Anymore

 Building flexible workplaces for a diverse team

Mike runs a growing construction business in Rotorua. His team is solid - skilled, hard-working and reliable. But he kept running into the same problem, a few staff were always dragging their heels in the morning, while others were drained and distracted by the afternoon.

Jobs were getting done, but the vibe was tense. Productivity dipped mid-morning and some tasks were getting delayed without a clear reason.

Instead of cracking the whip, Mike tried something different. He asked the team what times they felt most alert and focused. The answer surprised him - some were early birds, ready to hit the ground running. Others needed a slower start but could power through later in the day.

So he trialled a shift system - morning and late shifts, based on preference.

The result? Productivity went up. Stress went down. And morale improved across the board.

Brains Are Built Differently

We all know people who leap out of bed ready to go at 6 a.m. and others who hit their stride after lunch. That’s not about motivation. That’s about how their brains and bodies are wired.

The same goes for how people plan, focus, communicate, or cope with change. What comes easily to one person might be hard work for someone else.

This isn’t about who’s better or worse. It’s about neurodiversity - the natural variety in how brains operate. That includes people with ADHD, autism, dyslexia, anxiety, or PTSD. But even people without a formal diagnosis can have brain-based preferences that impact how they work best.

What Happens When You Ignore It

When workplaces expect everyone to fit one mould, things start to break -

• Staff burn out trying to keep up with systems that don’t suit them

• Good people are labelled as lazy or difficult

• Mistakes increase

• Communication breaks down

• Staff quietly leave

And often, these problems aren’t about effort or ability. They’re about fit.

What Happens When You Adapt

When Mike adjusted his shift scheduling, his team didn’t get special treatment. They got better alignment.

He still expected high standards. But he allowed flexibility in how and when the work got done.

Other examples of flexible practices include -

• Letting staff choose between written or verbal instructions

• Allowing headphones or quiet zones for focus work

• Using visual task boards for people who don’t absorb long emails

• Offering movement breaks for staff who struggle to sit still

• Providing templates or checklists for complex jobs

These aren’t "extras"—they’re smart business.

Easy Ways to Build a More Flexible Workplace

1. Ask, Don’t Assume

Instead of telling staff how to do something, ask what helps them work best. You’ll often find simple, no-cost tweaks that unlock better performance.

2. Offer Options

If you have flexibility in hours, communication style, or task formats, let people choose what works for them. It shows trust and builds buy-in.

3. Design for the Edges

If you build a process that works for the person who struggles the most, it usually works for everyone. For example, using visual aids might help one staff member but make things clearer for the whole team.

4. Make Feedback Two-Way

Invite staff to say what’s working and what’s not. They often know exactly what’s getting in the way - they just need permission to say it.

5. Create Predictable Systems with Flexibility Inside

Structure helps people feel safe. Flexibility helps them thrive. Combine both. For example -  every Monday is planning day, but how people prepare is up to them.

Tools That Support Flexibility -

• Flexible rostering apps (e.g. Deputy, RosterElf)

• Task management platforms (e.g. Trello, Asana) with colour coding and visual options

• Voice-to-text tools for those who struggle with typing

• Noise-cancelling headphones for distraction-prone environments

• Shared Google Docs for collaborative planning and updates

What Mike Learned

By giving his team more say in how they worked, Mike didn’t lose control. He gained trust. The work still got done - in fact, it got done better. Deadlines were met. Tensions dropped and staff started coming to him with suggestions instead of excuses.

He didn’t have to lower the bar. He just stopped assuming that one way of working suited everyone.

Final Thought

We’ve outgrown the idea that the best workers are the ones who sit still, stay silent and follow instructions exactly.

In reality, the best teams are made up of different kinds of brains doing great work in different ways.

If someone isn’t thriving, don’t ask what’s wrong with them. Ask what’s wrong with the setup.

Then fix the setup.