If you’ve been in a leadership or HR role for any amount of time, you’ve probably had this experience: a smart, seemingly capable employee just can’t quite get it together. Maybe they miss deadlines even after reminders. Maybe they need directions repeated more often than others. Or maybe they’re great with customers but struggle with time management or team dynamics.
At first, it can feel like laziness or carelessness. But what if it’s something else?
There’s a growing understanding that some of the most frustrating, confusing behaviors in the workplace could actually be tied to a hidden disability—like Fetal Alcohol Spectrum Disorder, or FASD. This isn’t about making excuses. It’s about getting better at solving real problems—both for the employee and the company.
FASD is a brain-based condition caused by alcohol exposure before birth. It affects how people process information, manage time, regulate emotions, and remember things. What’s wild is that it affects an estimated 1 in 20 people in the U.S.—more than autism, but it’s far less talked about. Most adults with FASD don’t even know they have it, which means it’s likely already in your workplace.
People with FASD often “pass” as neurotypical—they can interview well and start strong—but over time, issues with follow-through, consistency, or behavior can surface.
Real-World Red Flags Employers See
Let’s break down some common frustrations that might actually be FASD in disguise:
- “They’re great one day, checked out the next.” Inconsistent performance is common when executive functioning is impaired.
- “We’ve gone over this three times, and it’s still not sticking.” Memory and processing challenges make multi-step tasks difficult.
- “They overreact or get upset easily.” Emotional regulation is tough for many people with FASD.
- “They don’t seem to ‘get’ workplace norms.” Social cues and boundaries might not come naturally.
None of these issues means someone can’t do the job—they just need the right setup and support.
An Example to Bring This to Life
Let’s say you’ve got a warehouse worker who’s reliable, friendly, and shows up on time—but can’t seem to follow safety protocols consistently. He says he understands them, but then makes the same mistake a week later.
Instead of jumping to “he doesn’t care,” consider this: he might have a brain-based condition that affects memory or task sequencing. A solution could be as simple as posting clear, step-by-step visuals at his station—or pairing him with a peer for quick check-ins. It’s not about lowering the bar. It’s about giving him the right tools to succeed.
How Can You Know If It’s FASD?
Short answer: You usually can’t. Most people with FASD were never diagnosed. But if you’ve got an employee who’s trying—and still falling short—it’s time to look under the hood.
That’s where the interactive process comes in. If an employee is having issues that could be tied to a disability, you (as the employer) are required to explore reasonable accommodations under the Americans with Disabilities Act (ADA). The law doesn’t require a formal diagnosis to begin this process—just a reason to believe a disability might be involved.
Simple Supports That Can Make a Big Difference
Here’s the good news: accommodations for FASD don’t have to be expensive or complicated. Most cost nothing at all.
Here are some that work:
- Written instructions or checklists. Great for memory challenges.
- Flexible start times. Some folks need more time in the morning due to meds or sleep issues.
- Breaks in quieter areas. Sensory overload can make focus tough.
- Job coaching. Think of it like onboarding that never really ends—it helps keep people on track and accountable.
- Visual cues. Color-coded tools, process diagrams, or picture instructions can be game-changers.
And yes, these adjustments help people with FASD, but they often benefit everyone—especially in fast-paced or high-turnover environments.
A Story You Might Recognize
We once worked with a retailer who had a floor associate who couldn’t seem to follow opening procedures correctly. After multiple write-ups, management was ready to let her go. But something didn’t sit right. She was polite, eager, and clearly trying.
We helped the team walk through the interactive process. They added a laminated checklist by the door and gave her an extra five minutes at the start of her shift to run through it. Problem solved. She became one of their most dependable team members.
It wasn’t about giving her special treatment—it was about giving her a fighting chance.
Let’s Talk About the Tough Stuff: Lying and Stealing
Okay, let’s address two big behaviors that can make any employer’s stomach drop: lying and stealing. No one wants to deal with them, and they often feel like automatic termination territory. But with FASD, these actions might not mean what they appear to.
1. “They lied to me.”
It might look like lying, but in many cases, it’s actually something called confabulation. People with FASD often have memory gaps, and their brains try to fill those gaps with made-up—but not intentionally deceptive details. To them, it can feel like they’re telling the truth. They’re not scheming or covering their tracks. They’re doing their best with a brain that struggles to hold onto timelines, details, or cause and effect.
Example:
An employee is asked why they didn’t complete a task. They insist they did—but the task clearly isn’t done. They’re not trying to lie. Their brain genuinely thinks it was completed, or it’s confused about when or how it happened. The key here is not to shame them, but to use documentation, visual reminders, or structured check-ins to help close those memory gaps.
2. “They stole something.”
Impulse control is a real challenge for many people with FASD. The part of the brain that acts as a brake—specifically in the prefrontal cortex—often doesn’t work as it should. This doesn’t excuse theft, but it reframes it: the action wasn’t about disrespect, greed, or a moral failure. It was a neurological hiccup.
Here’s how one company handled it:
A retail worker took money from the register—clearly a serious offense. But instead of terminating them on the spot, the company learned the employee had FASD. They restructured the role: no solo time on cash, tasks shifted to focus on stocking and support, and whenever customer transactions were necessary, a manager was nearby. That employee is now thriving in the role, and the company kept someone who brings value in other ways.
This approach didn’t just save a job. It likely prevented a lawsuit, reinforced a culture of inclusion, and kept a valuable contributor on the team.
How Traub & Associates Can Help
At Traub & Associates, we specialize in helping companies navigate disability inclusion—especially the kind that’s not obvious on the surface. We partner with businesses of all sizes to troubleshoot workplace challenges, provide training, and build inclusive practices that work.
We offer:
- One-on-one consulting for complex employee issues
- Manager and team training on hidden disabilities
- Workplace assessments to find and fix barriers
- Support building ADA-compliant processes
Our goal? Help your team do their best work, reduce frustration, and create a culture that works for everyone.
Bottom Line
FASD isn’t just a medical topic—it’s a business issue hiding in plain sight. You don’t need to be an expert in brain science to lead a high-performing, inclusive team. You just need the right tools and the right partner.
If you’re ready to take a fresh look at your toughest employee situations—and start solving them in ways that stick—we’re here to help.
Let’s remove the obstacles and unlock potential. Together.