To mark Neurodiversity Celebration Week, which started on Monday, we spoke to forthcoming Watercooler Event speaker Thomas Duncan Bell, known as ‘The Bipolar Business Man’.
Bell is also author of Spectrum of Success and will be talking about ‘The Dos and Don’ts of creating a diverse and neuroinclusive environment’.
You can hear Thomas speak at the The Watercooler Event, on 7th and 8th May 2025at ExCeL in London, which is Europe’s leading trade show, with free-to-attend content, dedicated to creating workplaces that empower both people and business to thrive.
Now in its fourth year, it’s two days of cutting-edge employee health, wellbeing, workplace culture, networking and product discovery – celebrating the future of work. Co-located with The Office Event for the full 360 degree workplace experience.
You can find out more and register to attend here.
We spoke to Thomas to find out more…
It’s Neurodiversity Celebration Week. What do you think we can celebrate about what’s been achieved in the last decade, when it comes to Neurodiversity at work?
I’ve been doing this job for about 10 years and things are moving slightly more slowly than I would like.
But, in that time, some stigma has been deconstructed in the workplace. There’s more openness to neurodiversity, and more movement too, which is exciting.
Companies are certainly more open to implementing smaller changes, like software and hardware that supports their neurodiverse people, for example.
There’s also recognition, with hybrid working, that flexible working makes life less overwhelming for some neurodivergent individuals, which is a really positive development.
It gives people the ability to decompress for part of the week, then also go and engage with their colleagues at other parts of the week in an office space. That flexibility, that calm, allows individuals to be much more productive.
While there’s definitely some companies reeling back their flexible working approach recently, there’s certainly a real recognition that you don’t always have to be in the office and that can be too much for some employees.
That being said, I’m neurodivergent and I’m the type of person who thrives off energy and being surrounded by others in an office every day.
Which highlights the fact that you can’t stereotype neurodivergent employees or make blanket assumptions, doesn’t it?
Yes. That’s why in my recent book Spectrum of Success I dedicate chapters to breaking down the stigmas and addressing myths that might be associated with those on the spectrum.
What are common myths?
Well, a big one for example, is that someone who is on the autism spectrum doesn’t have any empathy. That’s just rubbish. There’s a variety of nuance to what people face and some of the blanket assumptions are frankly just not so cut and dry.
I noticed that NCW had useful resources on Tourettes Syndrome and Epilespy. Do you think employers need to do more around these conditions?
100%, yes, because people don’t really think of them as neurodivergency, and you don’t see employers talking about them or addressing these individuals’ needs at all for the most part.
What are your big concerns about the wellbeing of Neurodivergent colleagues at work?
Exploitation. Neurodivergent employees tend to have strong ethical values and are emotionally invested in getting the job done, often with a level of hyperfocus. I’ve certainly been screwed over many times in the past in terms of not getting the credit or financial reward I’d been promised and that often comes down to our lack of ability to maintain safe boundaries or desire to trust that people will honour their word.
What companies do you think have the most progressive approach to Neurodiversity at Work?
I see progress mostly from youth-led founder businesses as they can be a bit more nimble.
Politics becomes much more of a challenge in those major organisations where they can’t even have someone put the company name against an initiative, just in case someone’s offended.
Pretend I’m a Financial Director of a big employer. Can you categorically prove to me that there are business advantages of neurodiversity and why companies should hire neurodivergent employees?
Yes. Deloitte has done some research that categorically proves this.
So, yes, there is empirical evidence to show an increase in productivity by implementing support surrounding the neurodivergent individuals within your business. And, ultimately, neurodivergent people make up 20% of the populace of any company, so it makes sense to invest in them and strive for innovation.
But this is the biggest challenge which affects Wellbeing as a whole, right, CEO’s always question where the fiscal return on investment is?
The human ROI is clear, but the fiscal one is less clear. I’ve been arguing with CEOs about this for years!
The problem is that Leaders don’t actually want to know where they are going wrong. Because if you’re a CEO and someone shines a light on something that needs improvement, then you have a finite amount of time to do something about it before you’re out. So, that means goodbye to your hefty annual salary…
What would you like to see employers do more?
Employers should more readily ask their employees about their needs.
For example, you can’t just assume that you can stick a wheelchair ramp in and you’ve covered the needs of someone with a disability, they might want help with their mental health, but they’re not asked about that due to social stigma, so focus is more often on the practical aspects of an individual’s needs rather than the existential, and fundamentally this is not acceptable.
I have many friends with a physical disability who would readily attest to the fact that their emotional needs are sidelined because employers are too fearful of saying the wrong thing.
Employers need to bridge that gap between having a conversation about needs and then implementing something that actually changes the situation and culture and doesn’t just feel like lip service.
I’d like to see more employers set up (what I call) a Neurodiverse Leaders Collective, which is effectively a team of volunteers who come forward to act as an employee resource group looking at the needs of neurodiverse staff and how to implement solutions. Ultimately, it’s a wellspring for innovation and ideas are taken back to senior management to instigate change, affect the bottom line and show a fiscal return as well as a human one.
We’ve talked a lot about the employer’s responsibility to the neurodivergent employee. What about the employee’s responsibility to the employer?
Yes. It’s the company’s responsibility to offer tools to support change, but it’s the individual’s responsibility to take on and use those tools and to be the change ourselves. We can’t create a change without actually pulling our socks up and getting the job done.
And change is especially difficult when you’re neurodivergent, yet none the less achievable.
But I don’t think companies should shy away from suggesting that people have to step up and take accountability for themselves, though there is a fine line to tread between dictating how people live their lives and encouraging them to evolve. As long as this is true for both sides and that everyone is being listened to.
What are you most looking forward to about coming to The Watercooler Event?
To connect with people in real life!
People that go to The Watercooler want to create a change and make an impact and want to understand how to do that from within. Sometimes it isn’t even their job role, they just want to make a difference. That’s the thing that excites me most about The Watercooler compared to other events.
I will also be going for the hugs because I’m not one to shake your hand. I’m going to hug you. It doesn’t matter if you have a name badge on saying ‘I don’t hug’. Everyone needs connection, so get that badge off, give someone a hug and talk to people on a level about real things.
The Watercooler is full of people who are passionate and genuinely want to create change. I love that.
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