Why Psychological Safety Determines Who Stays and Who Walks: Mental Health, Neurodiversity, and the New Retention Divide
Summary
Dr Samantha Hiew argues that psychological safety — not only pay or workload — is the decisive factor behind modern retention problems. Neurodivergent employees (autistic, ADHD, dyslexic and others) often mask to meet neurotypical norms; sustained masking causes stress, anxiety and burnout and leads them to leave early. Neuroscience shows social threat triggers the same neural responses as physical danger, so chronic relational toxicity becomes a self-protective signal to exit. The piece reframes psychological safety as a leadership and mental‑health priority and offers concrete leadership shifts to reduce the “retention divide”.
Key Points
- Psychological safety means people can speak up, ask questions and make mistakes without fear; its absence activates stress pathways akin to physical threat.
- Neurodivergent staff frequently mask their natural communication and sensory needs; masking protects short‑term employability but exacts a long‑term neurological and psychological toll.
- Breakdowns in professional relationships are among the strongest predictors of turnover — often stronger than pay or workload.
- Research and surveys (Deloitte; CIPD) show a substantial share of neurodivergent employees leave because of poor understanding, lack of support or unsafe management.
- Leadership actions recommended: measure relational safety, train managers for neuro‑inclusive leadership, and reward clarity (explicit expectations) over conformity.
Why should I read this?
Quick take: read this if you don’t want the people who spot problems and hold your values to walk out the door. It explains, in plain terms, why the first to leave are often your most perceptive and ethically driven staff — and what leaders actually need to change to stop the quiet haemorrhage of talent.