If you’re a neurodivergent, “2e” type of human, trying to “put yourself in someone else’s shoes” can be a complicated proposition. You are more likely than a neurotypical person to ascribe a more complex motivation to someone’s actions or behaviors than is actually present. You’re also more inclined towards Negative Intent Attribution - meaning you’re more likely to attribute more negative and less positive intent to peers. Keep reading to learn more about how “thinking differently” can cause us to misidentify others’ motivations, and how we can work with our brains to cultivate emotionally-healthy communication and connection.

Fear-based leadership is massively prevalent across the corporate world, particularly following the twin stressors of a global pandemic and a struggling economy. In fact, “a large portion of American workers—56 percent—claim their boss is mildly or highly toxic, while 75 percent say dealing with their manager is the most stressful part of their workday” (Source). This article is for anyone who is struggling to navigate (or stop using) fear-based leadership. It includes: the two real-world scenarios that inspired this piece, what fear-based leadership looks like, why it doesn’t work, and practical strategies to combat it.