Is “Professionalism” Just Another Word for Neurotypical Compliance?
Bridgette Hamstead
Professionalism is often framed as a set of universal standards that define how people should behave in workplace environments. In reality, these standards are deeply rooted in neurotypical norms. The expectations around eye contact, small talk, strict schedules, and "good workplace culture" tend to reward those who naturally conform to neurotypical ways of thinking, socializing, and organizing their work. For neurodivergent professionals, this creates an ongoing challenge. The pressure to meet these expectations can lead to masking, burnout, and exclusion from professional opportunities. As conversations around workplace inclusion expand, it is time to ask whether professionalism is truly about competence and effectiveness, or if it is merely another way to enforce neurotypical compliance.
Many of the behaviors traditionally associated with professionalism are rooted in social norms that privilege neurotypical communication styles. Eye contact is often expected as a sign of confidence and attentiveness, yet many autistic individuals find sustained eye contact uncomfortable or even painful. Small talk is frequently viewed as a necessary social skill, a way to "build rapport," but for many neurodivergent professionals, it can be cognitively exhausting and feel pointless. The ability to smoothly navigate networking events, workplace meetings, and casual office interactions is often linked to career advancement, but these spaces often feel inaccessible to those who process social cues differently or who struggle with verbal communication. The assumption that good workplace communication looks a certain way disregards the reality that many neurodivergent people communicate more effectively in writing, through structured discussions, or via alternative formats.
The rigid scheduling that defines many professional environments is another area where neurotypical norms dictate expectations. The nine-to-five workday, fixed meeting schedules, and the demand for immediate responsiveness to emails and messages do not align with the ways many neurodivergent professionals function best. Autistic individuals may require deep focus time to work effectively, struggling with constant interruptions and unstructured collaboration. ADHD individuals often experience fluctuating energy levels and may work best in bursts of productivity rather than steady, sustained effort. Strict time-based expectations ignore these differences, forcing neurodivergent workers to conform to schedules that do not align with how their brains operate. Many neurodivergent professionals thrive when given autonomy over their work schedules, yet flexibility is still viewed as an accommodation rather than a valid way to structure work for everyone.
The emphasis on being a "good cultural fit" in hiring and workplace evaluations is another example of how professionalism reinforces neurotypical compliance. Employers frequently seek out candidates who are easy to connect with, socially smooth, and able to "build relationships effortlessly." These criteria are highly subjective and often penalize neurodivergent individuals who may not conform to expected social norms. A brilliant and highly capable candidate may be overlooked simply because they do not engage in small talk the same way as their peers or because they communicate in a way that is perceived as too blunt or too reserved. This hiring bias reinforces workplace homogeneity and excludes talented individuals who bring valuable but underappreciated skills.
Beyond hiring, workplace advancement is often tied to unwritten rules that favor neurotypical social and organizational behaviors. Networking and mentorship opportunities tend to go to those who navigate office politics well, which often means understanding and participating in social dynamics that are not accessible to everyone. Performance reviews frequently assess qualities like teamwork, leadership presence, and interpersonal skills in ways that prioritize extroversion and social fluency over actual job performance. When neurodivergent employees struggle with these expectations, they are often passed over for promotions or dismissed as not having the "right attitude" rather than being evaluated based on their actual work contributions.
The consequences of these expectations are severe for neurodivergent professionals. Many feel forced to mask their natural behaviors in order to fit in, leading to exhaustion and burnout. Suppressing stimming, forcing eye contact, pushing through sensory overload, and constantly adjusting one’s communication style takes a mental and emotional toll. Over time, this creates a workplace culture where neurodivergent employees either burn out or self-select out of traditional employment, leading many to pursue self-employment or freelancing in search of environments where they can work in ways that align with their needs.
If professionalism as it currently exists is largely a measure of neurotypical conformity, the question becomes: how do we redefine professionalism to be more inclusive? One way is to shift the focus from appearances and behaviors to actual job performance and outcomes. Instead of evaluating employees based on their ability to conform to unwritten social rules, workplaces should prioritize the quality of their work, their contributions to projects, and their ability to achieve results. Professionalism should be measured by competence, reliability, and ethical behavior rather than by arbitrary social standards.
Embracing flexibility is another key component of rethinking professionalism. This means recognizing that different people work best in different ways and allowing for adjustments that benefit both neurodivergent and neurotypical employees alike. Flexible work hours, asynchronous communication options, alternative meeting formats, and clear, structured expectations can all help create an environment where a wider range of professionals can succeed. Providing multiple ways for employees to communicate, contribute, and engage with workplace culture ensures that neurodivergent voices are not excluded simply because they do not fit traditional molds.
Challenging biases in hiring and promotions is also essential. Employers need to move away from vague and exclusionary criteria like "good cultural fit" and focus instead on skills, experience, and the ability to do the job effectively. This requires rethinking how interviews are conducted, recognizing alternative communication styles, and ensuring that performance evaluations do not penalize employees for neurodivergent traits that have no bearing on job performance. Creating mentorship and leadership opportunities for neurodivergent employees helps break down the barriers that have historically limited advancement for those who do not fit neurotypical leadership archetypes.
Fundamentally, redefining professionalism means recognizing that the current standards are not neutral or objective. They are shaped by long-standing cultural norms that privilege neurotypical ways of thinking, interacting, and working. As awareness of neurodiversity in the workplace grows, it is not enough to simply allow for accommodations within an existing system that was not built for everyone. The system itself needs to change. Professionalism should not be about who can best perform neurotypicality—it should be about creating work environments where people of all neurotypes can thrive without having to sacrifice their authenticity.
By challenging the ways professionalism is currently defined and advocating for more inclusive, flexible, and equitable workplaces, we can create a professional landscape that values neurodivergent strengths rather than punishing differences. Workplaces that embrace these changes will not only become more inclusive but will also benefit from the diverse skills, perspectives, and talents that neurodivergent professionals bring. The goal should not be neurotypical compliance - it should be true inclusion, where all professionals are valued for what they contribute rather than how well they conform.