I’m autistic. I’m also a Co-Director of a Samaritans branch, and after about 18 months in the role I’ve reached a conclusion I never expected to reach: I don’t think Samaritans is ready to have autistic people in branch director roles.
This isn’t because of one incident. It’s the accumulation of things over those 18 months.
Last Thursday night, three volunteers on duty had problems with a workstation. They also reported problems with calls. There were about 30 messages in our group WhatsApp about the two issues.
On Friday I looked into it. The Samaritans IT service desk had nothing in its logs to suggest a problem with the calls. Our broadband provider had no evidence that we’d lost our connection. I asked somebody on duty on Friday to check the workstation. He got it working by plugging it in.
So I told the group what we’d found: he’d fixed it by plugging it in, and the service desks couldn’t see any issues. I asked for the time window when the call problems had occurred, so we could look into it properly.
That was it. Facts, and a question.
Apparently, though, I’d implied that the volunteers were stupid, that they hadn’t checked everything, and even that they were making things up. I hadn’t said any of that. I was trying to establish what had happened.
The reaction was extraordinary. Six people left the WhatsApp group. I had private messages of support, including people describing the atmosphere as toxic. And then I was told I “could have worded it better”.
There’s the problem.
I’m autistic. I communicate directly. I prioritise facts, clarity and accuracy. I don’t automatically wrap a straightforward update in the extra language that other people might expect. It’s not me trying to be rude or dismissive. It’s how I communicate.
The next day, after all of this, I experienced a shutdown.
And it’s not the first time something like this has happened. I’ve received emails that were clearly intended for other people, but accidentally came to me, containing comments about me along the lines of “he always does this”.
Well, yes. I probably do. I’m autistic.
Nearly a year ago I gave a presentation to the branch explaining my autism and how it affects my life. It wasn’t a secret. People know. Yet here we are again, with me being told that I need to change how I communicate.
I keep coming back to the same question: why is the autistic person expected to do all the adjusting?
To me, it’s like telling a wheelchair user to find a better way up the stairs rather than asking why there isn’t a ramp. We’re very good at talking about equality, diversity and inclusion. But what happens when somebody actually is different?
There’s another side to this that matters to me. I’m also a listening volunteer. I’ve had callers say at the end of a conversation, “you’re different” and that they really felt listened to. We listen far more than we talk on calls, and I think some of the characteristics that cause trouble in a WhatsApp group can actually be strengths when listening to somebody.
I take people at their word. I listen to what they’re saying. And with autistic callers in particular, I think being autistic myself can be an advantage. I know what it’s like to be misunderstood.
So the very things that can help me as a listening volunteer are apparently things I need to correct as a director. That’s quite an irony, isn’t it?
I’m not saying that being autistic means I can never get anything wrong. Of course I can. But communication goes both ways. If somebody knows that I’m autistic and reads something into a factual message that I never put there, why is the answer automatically that I should have written it differently? Why isn’t there some responsibility on them to check what I actually meant?
Samaritans has EDI training. I’ve looked at it, and I don’t think it’s anywhere near adequate for this. Knowing somebody is autistic isn’t the same as understanding what that means in everyday situations, particularly when that person is in a leadership role.
After 18 months, this is my experience: I don’t think the organisation, certainly in the environment I’ve experienced, is ready to accommodate autistic branch directors properly.
I don’t want to spend my time masking who I am just to make other people comfortable. I want the same willingness to understand me that we’re supposed to show the people who call us.
If inclusion means I have to behave like a neurotypical person to be accepted, then what exactly are we including?