In the three years I’ve been working for Make A Difference Media as Features Editor, one of the hottest topics that’s getting hotter is Neurodiversity.
For anyone who’s fascinated by how our brains work, or have friends, family or colleagues who are neurodivergent (which I do, which most people do) this is good news. As it is for anyone who works in Employee Wellbeing, who is in the business of getting the best out of people; the more we can understand each other and how we can leverage our varying strengths, the better.
With increased understanding has been the realisation that neurodiversity comes in many, many different guises. We have progressed hugely since the days of actor’s Dustin Hoffman’s stereotypical, socially-challenged portrayal of ‘Rainman’, which for a while became synonymous with autism, for example. (For those of you too young to remember this 1988 film, Hoffman played autistic maths whizz Raymond Babbitt alongside Tom Cruise, who played his younger, neurotypical brother).
It’s my personal belief that in a decade we will look back on this term ‘neurodiversity’ as charmingly quaint and naive, as we’ll understand much better that all our brains are unique, based on our unique blend of genes and life experiences. The idea that there is someone who is ‘neurotypical’ will seem slightly absurd.
But, for now, we are still very much in a learning phase, especially in the workplace.
To mark Neurodiversity Celebration Week, which starts today, here are my biggest 4 takeaway learnings from the last three years on neurodiversity:
1. The big BUT
Neurodiversity can play a major role in business success because it can boost critical skills like creative thinking, innovation, hyperfocus and attention to detail.
There’s much evidence for this, such as studies from Deloitte and Harvard Business Review.
There’s also published case studies like JPMorgan Chase’s report on its Autism at Work initiative that revealed its autistic employees reported 90-140% higher productivity rates than their neurotypical counterparts, in certain roles. (We’ve written this about the benefits of neurodiversity here).
But (and it’s a BIG ‘but’), this competitive advantage can only be achieved through genuinely and effectively supporting neurodivergent colleagues. This does not mean simply lobbing them noise cancelling headphones and telling them to sit in the quiet corner.
It means genuinely creating spaces where they can be themselves and thrive.
Luckily, progressive employers (like those who attend our events The Watercooler and Mad World Summit, of course!) are embracing this and really exploring in depth what makes an office environment neuroinclusive. That’s one of the main themes of our new ‘Office’ stream at this year’s Watercooler Event (see agenda here).
For instance, Joshua Reynolds, Strategy & Communities Lead – Work Experience at Lloyds Bank will be talking about “people centric office design” and Steve Wright, Director of Workplace Design and Change Management at GSK is talking about “workplace design and productivity”.
There’s also a panel session specifically on neuroinclusive workplaces. And, in the main Leadership track, Thomas Duncan Bell, the Bipolar Business Man and author of Spectrum of Success: How Embracing Neurodiversity Can Revolutionize Your Business, will be talking about the “dos and don’ts of creating a diverse and neuroinclusive environment”.
While there’s undoubtedly competitive advantages to be reaped from a neurodiverse employee base, there’s also the potential for things to go very wrong, too, if colleagues aren’t properly supported, both emotionally and physically (through equipment, for instance).
We’ve written about the link between perfectionism, burnout, anxiety and depression and neurodivergent colleagues for example (see here). We’ve also written about the reluctance of many employers to make adequate reasonable adjustments too (here).
Like anyone, neurodivergent colleagues are more likely to go into fight or flight mode if they don’t feel safe and supported. In this state they will be unable to access their strengths like creative thinking and problem solving.
Traditionally the workplace hasn’t been a particularly neuroinclusive space. That’s why, historically, many neurodivergent employees got a reputation for regularly changing, or losing, jobs.
We have to get better at, not only hiring neurodivergent employees by creating a more inclusive recruitment process, but also at retaining them by providing a supportive workplace, not just paying lip service to this idea. (I’m looking at you, shiny press release with precious little substance).
Part of this, which can often be neglected, is ongoing support in terms of career progression (see this on alternative career paths for those who don’t want to people-manage).
We must couple increased awareness and education around neurodiversity with delivery of real, tangible, practical, supportive solutions, action and culture change. (Growing employee expectation of services for neurodivergent colleagues is covered here).
2. We need to get better at conflict
If we truly are serious about leveraging the advantages of difference, we have to get better at constructive conflict
When the advantages of neurodiversity – or any difference for that matter – are talked about in reports and theory they often say in quite a unicorns-and-rainbows fashion (ah, the visual makes sense now!) that ‘difference leads to innovation and new ways to solve problems’.
As if it’s a given.
It’s most definitely not.
The practice of living and working with difference is anything but unicorns and rainbows.
The actuality of getting a room filled with very different people, who see the world and process information entirely differently, is a huge challenge. And, without the necessary emotional intelligence and facilitatory skills, there is a large likelihood of meetings and culture, even, plummeting into chaos.
Resentment, cliques, defensiveness, ego and animosity between those who don’t agree, abound. I’ve seen this in companies first-hand, heard about it from countless interviewees and also witnessed it on LinkedIn often, too, where a difference of opinion descends into playground namecalling. It’s not just a work thing, either. This inability to resolve conflict maturely and effectively is, arguably, even more present in our personal lives.
If we want to see the world, and our business problems differently (and goodness, we need to, on so many fronts, pronto!) we must become better at accepting our differences. Embracing might be a step too far for many, at the moment. But embracing is where we should be headed, if we’re not just talking PR puff and virtue signalling.
We need to recognise that our differences, mixed together in a maelstrom of a melting pot, are what creates the new thinking in the first place.
Besides, what is the alternative? Rigidly keeping to the way we’ve always done things and hoping for a better outcome?
No.
As Einstein apparently said, “the definition of insanity is doing the same thing over and over and expecting different results”.
It’s anything but comfortable. Nevertheless, rubbing along together, committed to a new way, is what gives us access to the diamond in the rough.
3. Kids are a good way in
You’d probably think me a bit mad or woo-woo if I told you to unconditionally love and accept your colleague, who does life differently from you and, sometimes, really irritates you because of it.
But this is what we do with our children and loved ones, and it leads to better outcomes. Especially when it comes to tricky behaviour, which neurodiversity can drive when the individual doesn’t feel safe and supported.
I talk from experience. A loved one is neurodivergent and, while some behaviour has been challenging and triggering, because I love him I’ve been highly motivated to learn, understand and empathise with his experience. I now see the world differently and want our environments – especially work, which is so key to a fulfilling, functional life – to be truly inclusive.
It’s not just me. There are countless tales of parents fighting for their kids’ corners when society has shunned them as “bad” or “weird” or “stupid”. And there are many, many stories at work of employees becoming motivated to get a formal neurodiversity diagnosis themselves after going through the process with their own child, which caused them to self-reflect.
Employers can play a key, positive role here, in not only helping neurodivergent colleagues feel supported and like they belong, but by helping employees’ children. By doing this they will also likely increase employee’ empathy for anyone, including colleagues, who are neurodivergent.
NHS waiting lists are notoriously long for neurodiversity assessments post Covid (we’ve written about this here ). Employers can create much good will and loyalty by helping employees and their families access them quicker and affordably.
This is a topic that employees are hugely engaged in: we had over 1000 people register for our webinar on “how to support parents of neurodivergent children at work” last year (see here).
4. We’ve come a long way since Rainman but stigma remains an issue
Many employees still don’t feel comfortable disclosing their neurodivergence at work due to stigma (see here about ADHD diagnosed women feeling like they must mask at work).
Personally, I believe we can use language much better to fight stigma (yes, of course I’d say that, I’m a journalist!). Bear with me….
I hate the discriminatory, negative, pejorative language associated with describing neurodivergence.
Think ‘Autism Spectrum Disorder’ or ‘Attention Deficit Hyperactivity Disorder’. Embedded into these terms (or ‘conditions’ as they are also pejoratively described) is a sense of lack. This is not helpful when we are trying to create cultures where neurodivergent differences are seen as strengths.
This medical language filters down into the vernacular, too. Think ‘you’re so Autistic!’ or ‘you’re so OCD!’ used commonly as insults.
But I also really don’t like the recent ‘superpower’ narrative around neurodivergence either, though I understand and commend what it’s trying to do.
So what’s a better way?
To normalise it.
That means not making it “bad” or “good” but normal. Perhaps, as ChatGBT just suggested to me, we think of it like “biodiversity”; natural variations in our brains.
Inevitably, as a journalist, I am also a big believer in the power of personal stories. At work, this is especially true of Leaders who are brave and vulnerable enough to share their own struggles (it’s often a struggle in itself, though, to get them to speak openly about this, suggesting we have some way to go in really believing that neurodivergence or vulnerability are not weaknesses).
Words matter.
Let’s use them well.
Who’s with me?
If the answer’s ‘yes’, and you have a relevant story to tell (especially if you are a Leader) please email me on suzy@makeadifference.media
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The Watercooler Event, takes place on 7th and 8th May 2025at ExCeL in London. It’s 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.
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