Why your neurodivergent employee isn’t consistent and why that’s okay
Understanding spiky profiles and fluctuating capacity
You’ve likely experienced this before - one week your neurodivergent colleague is buzzing with ideas, smashing deadlines, and delivering high-impact work. The next, they seem foggy, disengaged, or emotionally distant. You might find yourself wondering - “If they can perform so well, why can’t they do it all the time?”
The answer isn’t about motivation, attitude, or effort. It’s about neurology.
Understanding spiky profiles and fluctuating capacity
Many neurodivergent people, including those with ADHD, autism, or chronic mental health conditions have what’s known as a spiky profile. This means they have areas of exceptional ability and others where they may need additional support. These strengths and challenges aren’t neatly balanced and they don’t stay static.
On top of that, their capacity to function, mentally, emotionally, or physically can fluctuate significantly. This variability isn’t laziness or disengagement. It’s the brain responding to a complex mix of internal and external conditions.
What affects capacity? It could be -
Sensory overload - from a noisy or chaotic environment
Mental fatigue - after sustained concentration
Rejection sensitivity - where even mild criticism can feel devastating
Executive function strain - which affects planning, task-switching and time management
Poor sleep or nutrition - both of which can massively impact brain function
Anxiety or emotional stress - especially in unfamiliar or high-pressure situations
What was effortless last week might be overwhelming this week. That’s not a contradiction. It’s part of being neurodivergent.
What this means for you as a colleague or employer
The traditional idea of consistency - steady performance day in and day out, isn’t realistic for everyone and it shouldn’t be the only measure of reliability or commitment.
Here are five things you can do to better support your neurodivergent team member and set them (and yourself) up for success -
1. Rethink What “Consistency” Means
Rather than expecting the same level of output every day, look for patterns over time. Is this person delivering value over the course of weeks or months? Are they meeting their goals in the bigger picture, even if there are dips?
A bad day doesn’t equal a bad employee.
2. Get Curious About Their Optimal Conditions
Ask them, respectfully and without pressure, what helps them do their best work. Is it a quiet space? A clear, structured task list? More flexible deadlines?
Often, small environmental or process tweaks can unlock huge gains in productivity and morale.
3. Be Ready to Flex
When someone is showing signs of overload, like increased errors, emotional withdrawal, or shutting down - try to respond with flexibility rather than frustration. Can they shift tasks for the day? Take a mental health break? Reschedule a challenging meeting?
Flexibility is not about lowering standards. It’s about making performance sustainable.
4. Avoid Snap Judgments
Just because someone had a brilliant day (or week) doesn’t mean they’ve suddenly “overcome” their challenges and just because they’re struggling today doesn’t mean they’re not committed. Avoid the trap of assuming capability must always equal availability.
Neurodivergent people often expend enormous unseen effort to maintain “acceptable” levels of functioning. A dip might just mean they’ve hit their capacity limit.
5. Separate Predictability from Reliability
Unpredictable performance is not the same as unreliability. A neurodivergent team member might need more recovery time or a different workflow, but that doesn’t mean they can’t be counted on.
Reliability, in this context, means knowing that if they’re supported in the right ways, they’ll deliver great work in the long term.
The bigger picture - compassion is good business
Supporting neurodivergent colleagues isn’t just the ethical thing to do, it’s smart leadership. When people feel seen, understood and accommodated, their engagement and creativity flourish.
It’s time we expanded our definition of “professionalism” to include empathy, adaptability and an appreciation for the different ways brilliance can show up. Spiky profiles and fluctuating capacity are not bugs in the system - they’re part of the rich diversity of human minds.
When we build systems that make space for that, everyone benefits.
So before reaching for a performance plan, pause.
Ask yourself - Do I understand what this person needs in order to thrive?
If not, that’s the best place to begin.
And if you’d like help understanding the behaviours you’re seeing and building a path to real, sustainable improvements in performance, get in touch. Let’s chat.