How Can You Be an Ally For Your Autistic Coworkers?

Being an ally for anyone in your workplace starts with education and awareness – but understanding and allyship are two different things. For allyship, you need both information and volition.

April is Autism Awareness Month, and if you follow any business sites and pages online you’ve likely seen a surge in posts on the challenges autistic workers face and the strengths they offer because of – not in spite of – being autistic.

Among the strengths: Autistic workers are less likely to succumb to the “bystander effect” and more willing to act or speak out when something is wrong or unfair, even if others are ignoring the situation.

Among the challenges: Australian researchers have discovered that non-autistic workers can resent accommodations made for and support given to autistic workers.

As an ally, your job is to help people maximize their strengths and work to reduce or eliminate harmful stressors. While there’s no magic formula for doing that, there are some common principles worth following:

Allyship needs are different because people are different

There’s a truism common in the autistic advocacy community: “If you’ve met one autistic person, you’ve met one autistic person.” Your allyship approach needs to be tailored to the needs of the person (or people) you’re supporting.

One person might need you to advocate with non-autistic colleagues who see a direct, fact-based communication style – common among many with autism – as rude or abrupt, rather than a valuable way of identifying concerns and avoiding conformation bias.

Another might want help in navigating “unwritten rules” in the workplace – or even better, advocating for a more direct culture where ability means more than political acumen when considering who deserves more responsibility, a promotion or a pay increase. (Data from the UK’s Office for National Statistics indicates that autistic workers make a whopping 33.5 percent less than those with no disabilities of any sort, the biggest gap shown in the data set.)

Work from a place of learning, especially when it’s uncomfortable

It’s beneficial to follow and learn from online autism advocates, but remember that their experiences and needs won’t exactly match those of your autistic colleagues.

Don’t suggest accommodations and supportive actions based on what others need; ask what your employee or co-worker most needs. Ask open-ended clarifying questions until you have a clear picture.

Above all, be open to feedback – especially feedback aimed at helping you be a better ally and advocate. It might be blunt, especially if there are things you need to do better (or to stop doing), but don’t take that personally. Your feelings are less important than doing allyship right.

Allyship is not a quid pro quo arrangement

The words might look and sound a lot alike, but there’s a difference between allyship and being in an alliance.

Alliances are tactical and often temporary. You want something that someone else can help you get. They want something you can help them get. You team up to make those things happen. That’s transactional.

The benefits to allyship are more big-picture. For instance, your team and company get the benefit of an employee who’s free to use all their skills and gifts without masking or worrying about whether they’ll be penalized for “not fitting the culture.”

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For more on effectively managing a neurodiverse workforce, click here

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Remember that allyship is never about the ally

Real allyship often involves setting aside your own aims to boost the other person’s standing, with no expectation of reciprocation or public recognition. You’re an ally. That’s a support role; you’re not a savior or a superhero.

Is it nice to be thanked for supporting someone else? Absolutely. But if you pressure the other person into “being more grateful,” that isn’t the act of a true ally. It just makes your actions look self-serving.

The aim isn’t to be thought of as a good person; it’s to be a good person.

Allyship transcends Autism Awareness Month

It’s never a bad thing to raise awareness about the needs of autistic workers and the benefits of having them in your organization as part of a truly diverse and inclusive staff. On the flip side, it can be easy to move on to the next “Issue of the Month” once the calendar rolls over.

True allyship is in for the long haul, no matter where the spotlight falls at the moment. Make sure you have the bandwidth before you make the commitment.

Follow these principles, and you’ll have the foundation for effective allyship that goes far beyond awareness.

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