Asperger's on the Job: Must-Have Advice for People With Asperger's or High Functioning Autism, and Their Employers, Educators, and Advocates by Rudy Simone Page A
Authors: Rudy Simone
Tags: Asperger&rsquo
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reinforcement is necessary to let those of us with Asperger’s know that we have done something well, that we’re on the right track. A good supportive boss can make all the difference in the world. If your employee has done a good job on something, tell them, even if it seems insignificant to you. Praising the little things—“you are the most punctual employee we have,” or “I really like the way you handled that assignment,” or “the new filing system is much better than the old”—will give them more confidence. More confidence means more motivation, and a happier, more productive worker.
As any book on effective management would tell you, it is better to motivate people for the right reasons instead of punishing them for the wrong. Direction and correction are preferable to humiliation and condescension. This seems like a no-brainer, but many bosses will do the latter. These are bullying tactics (see the previouschapter) and an employer should never think that they will achieve the desired results in the long term.
The power of praise should not be underestimated; it should be cultivated:
While oftentimes largely ignored by managers [praise] can be an extremely useful method of giving a worker a sense of worth. It has, in countless examples, been shown to dramatically increase productivity. (HR Village 2009)
Giving rewards for a job well done after the fact does nothing to encourage someone along the way:
The company must do more than look at the end result and reward outcomes. Leaders must encourage their managers and supervisors to actively engage employees during the work and positively reinforce valued behavior—in real time. (Pounds 2008)
Giving positive reinforcement is even more vital in the case of the person with Asperger’s, since we tend to be perfectionists as well:
Those with both Asperger’s and perfectionism can tend to be exceptionally sensitive to criticism and suffer from the fear of making mistakes or errors. You can help them get a more realistic view of their own achievements by emphasizing what went well. Acknowledge them in a positive way all the time and let them see how great they are doing. (De Vries 2007)
“The principal rarely spoke to me, and when she did, she would rebuke me in front of the students. I find that if the boss is going to talk condescendingly to me, or scream at me (in private or in front of people), then things aren’t going to be good.”
- BEN
It is also more crucial because of the general feeling that the AS person has that everyone else seems to “have a script” while they have to adlib. The uncertainty that comes from this inability to read expression, tone, and body language, will be allayed by positive praise when something is done well—even the little things.
“I don’t find much fault with my current boss. He gave me a great review last time. He says I’m the reason his store looks so good.”
- RICK
If this sounds like a lot to ask, know that people with AS don’t seem to have unrealistic expectations from a boss:
“He/she would have a friendly, courteous spirit.”
“He would see him/herself as a collaborator and would not hide behind the role.”
“Someone who understood my limitations, and could make realistic challenges.”
People with Asperger’s who make an effort to understand the syndrome are aware of its pluses and minuses. They will come to realize that a good working relationship is a two-way street:
“I had a perfect boss. I was the problem.”
What the employee can do:
If you find that your employer’s approach to critiquing your work is causing you anxiety, you can ask him to do so in a more private and constructive way.
Try to understand where your boss is coming from if you receive negative feedback. People with AS generally, by their own admission, do not take criticism very well. Think about your own approach to others. Often you speak your mind bluntly without couching your words in a pretty package. You
As any book on effective management would tell you, it is better to motivate people for the right reasons instead of punishing them for the wrong. Direction and correction are preferable to humiliation and condescension. This seems like a no-brainer, but many bosses will do the latter. These are bullying tactics (see the previouschapter) and an employer should never think that they will achieve the desired results in the long term.
The power of praise should not be underestimated; it should be cultivated:
While oftentimes largely ignored by managers [praise] can be an extremely useful method of giving a worker a sense of worth. It has, in countless examples, been shown to dramatically increase productivity. (HR Village 2009)
Giving rewards for a job well done after the fact does nothing to encourage someone along the way:
The company must do more than look at the end result and reward outcomes. Leaders must encourage their managers and supervisors to actively engage employees during the work and positively reinforce valued behavior—in real time. (Pounds 2008)
Giving positive reinforcement is even more vital in the case of the person with Asperger’s, since we tend to be perfectionists as well:
Those with both Asperger’s and perfectionism can tend to be exceptionally sensitive to criticism and suffer from the fear of making mistakes or errors. You can help them get a more realistic view of their own achievements by emphasizing what went well. Acknowledge them in a positive way all the time and let them see how great they are doing. (De Vries 2007)
“The principal rarely spoke to me, and when she did, she would rebuke me in front of the students. I find that if the boss is going to talk condescendingly to me, or scream at me (in private or in front of people), then things aren’t going to be good.”
- BEN
It is also more crucial because of the general feeling that the AS person has that everyone else seems to “have a script” while they have to adlib. The uncertainty that comes from this inability to read expression, tone, and body language, will be allayed by positive praise when something is done well—even the little things.
“I don’t find much fault with my current boss. He gave me a great review last time. He says I’m the reason his store looks so good.”
- RICK
If this sounds like a lot to ask, know that people with AS don’t seem to have unrealistic expectations from a boss:
“He/she would have a friendly, courteous spirit.”
“He would see him/herself as a collaborator and would not hide behind the role.”
“Someone who understood my limitations, and could make realistic challenges.”
People with Asperger’s who make an effort to understand the syndrome are aware of its pluses and minuses. They will come to realize that a good working relationship is a two-way street:
“I had a perfect boss. I was the problem.”
What the employee can do:
If you find that your employer’s approach to critiquing your work is causing you anxiety, you can ask him to do so in a more private and constructive way.
Try to understand where your boss is coming from if you receive negative feedback. People with AS generally, by their own admission, do not take criticism very well. Think about your own approach to others. Often you speak your mind bluntly without couching your words in a pretty package. You
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