Mark Scully on compassion, masking, and changing how firms manage people

What if the story you’ve told yourself about your career is missing the most important chapter? Mark Scully trained in law, pivoted into tax at a Big Four firm, climbed to director, and then made the bravest move of all: reframing his entire journey through a late autism diagnosis and launching Braver to help leaders manage people, not processes.We unpack the messy middle between academic success and workplace reality—unwritten rules, social subtext, and the survival tactic of saying yes to everything. Mark shares how burnout led him to counselling and coaching, and how a simple screening opened the door to a diagnosis that replaced self‑criticism with self‑compassion. Confidence followed via practice: learning to say no, asking “what are the expectations?” and co‑designing sustainable ways of working. The outcome is striking: fewer hours, better results, and his first top performance rating—achieved before he disclosed his diagnosis.From there, we zoom out. Mark explains why many “neurodiversity problems” are human problems experienced at different intensities, and why the fix isn’t a checklist—it’s culture. We explore the shift from process‑first to person‑centred, outcome‑focused management; practical supports that help diverse thinkers thrive; and how normalising conversations through training and employee groups moves people from “don’t know” to “know and ask for help.” We also talk visibility: the outsized impact when senior leaders share their stories and make it safer for others to follow.If you lead teams in professional services—or anywhere you rely on thoughtful, precise work—this conversation offers a clear path to better performance and wellbeing: clarity of expectations, flexible routes to outcomes, and compassion that shows up as action. Listen, share with a colleague, and tell us: what one change would make your team’s work more sustainable? Subscribe for more conversations on leadership, inclusion, and the future of work.