To mark World Autism Awareness Day, PSA Inclusion Lead for Disability, Ch. Supt Ross Campbell, has shared his insight on how leaders can support neurodivergent colleagues and community members:
I had the privilege recently of spending time with the latest national fast track Constable to Inspector cohort.
They are a room full of future senior leaders. People who will shape culture, make difficult decisions, and set the tone for those who follow them. That makes any conversation about neurodiversity more than a learning session. It becomes a moment that can influence the direction of policing for years to come.
I was asked to run a session on Neurodiversity as part of that programme, as someone who lives and works alongside neurodiversity every day, and who has seen both the strengths it brings and the barriers that still exist.
Autism is often misunderstood in policing. It can be reduced to stereotypes or treated as something rare. The reality is different. Across our workforce and across the communities we serve, autism is present every day. It shapes how people think, communicate, process information and respond to stress and that matters operationally.
You will meet autistic victims who struggle to explain what has happened to them in a way that fits our standard processes. You will encounter witnesses who present as distant or inconsistent but are in fact overwhelmed. You will lead colleagues whose focus, attention to detail and integrity are exceptional, but who may find unstructured environments or unclear expectations difficult.
If you do not understand that, you risk misreading people. You risk missing risk. You risk getting decisions wrong.
In the session, we focused on practical realities;
Clear communication. Say what you mean. Avoid ambiguity.
Processing time. Silence is not disengagement. It is often thinking.
Environment. Noise, lighting and pressure change how people function.
Structure. Clarity of task and expectation improves performance.
None of this is complex. But it requires awareness and intent.
We also spoke about leadership. As leaders, you set the conditions. You decide whether difference is seen as a problem or as an asset. You decide whether people feel able to disclose, to ask for adjustments, and to bring their full capability to work.
There is strong evidence that neurodiverse teams perform well when supported properly. Better problem solving. Strong pattern recognition. High levels of persistence and focus. These are not abstract benefits. They are directly relevant to investigations, intelligence work and safeguarding.
But those benefits are only realised if leaders create the right environment. That is why this audience matters.
The fast track cohort will move quickly into positions where their decisions affect teams, culture and public outcomes. If they leave that programme with a better understanding of autism and Neurodivergence more broadly, that will be reflected in how they lead, how they manage risk, and how they serve the public.
Autism Awareness Day is a useful marker. But awareness on its own is not enough. What matters is what you do next.
You can take simple steps:
Be clear in your communication.
Give people time to process.
Ask what support someone needs rather than assuming.
Challenge stereotypes when you hear them.
Look again at behaviours that do not fit your expectations. Ask yourself what you might be missing.
These are small actions. But they add up to better leadership and better policing. Spending time with that cohort gave me confidence.
There was curiosity in the room. There was challenge. There was a willingness to reflect and to learn. That is what we need.
If we are serious about building an outstanding police service, we need leaders who understand people. All people.
Autism is part of that.
And the responsibility to get it right sits with all of us.
