Neurodiversity and the evolving workplace

There is a huge amount of bias still faced by people with neurodiversity across our workspaces, including in leadership positions.

Being a neurodiverse professional often means making a choice. Being open about having a condition can potentially lead to bias and stigma. However, hiding (or masking) your condition to mitigate against  these responses can be exhausting.

15% of people across the UK are currently diagnosed with a neurodiverse condition. Lots more are undiagnosed, but living with the conditions associated with it. This means you are highly likely to be working alongside, above or beneath at least one person with neurodiversity. You are probably not even be aware of it. But if you were aware, would it change your perception and attitude towards them? Be honest.

According to a 2020 survey by the Institute of Leadership & Management, half of UK’s employers admit that they would not employ someone who had one or more neurodivergent conditions. This is reportedly due to false common stereotypes and discrimination. In an era of equity, diversity and inclusion this statistic is truly shocking.

Underrated traits and skill sets

Despite a plethora of misconceptions, many neurodivergent people are highly intuitive, highly ethical and have valuable skills. This includes strong leadership skills, which contribute hugely to the success of a team or organisation. Many of the most successful entrepreneurs across the globe are neurodiverse. But even these positive qualities can be misconstrued as negative by others when seen through the lens of bias.

Fast Company highlights a recent study of moral behaviour in autistic vs. non-autistic people. In the study autistic participants acted ethically regardless of whether or not they were observed. Conversely, so called “healthy controls” (meaning, the non-autistic people) behaved less ethically when not observed.

Alarmingly, the authors of the study interpreted the consistently ethical behaviour of autistic participants as a "moral deficit". After (frankly understandable) anger from the autistic community, the authors slightly modified their wording. However, much of the pathologising language remains in the report to this day. There is also widespread bias across our media. This does nothing to help dispel the myths and misrepresentation of an ever-growing population of neurodiverse people.

Reframing perceptions

Becoming aware of our biases is the first step to removing them. This means reframing our own perspective of what it means to be neurodiverse.

For instance, that person in your group with exceptional maths and engineering skills might be neurodiverse. The person who spots opportunities, patterns and connections may be the neurodivergent among your team. That colleague who creates outstanding design pieces, or the one who challenges the status quo with new ideas and outside-the-box perspectives. These may all well be among the 15% and above in your organisation with neurodiversity.

Or they may not show any outward differences at all. They may however be battling internally with associated conditions that are invisible to others. These can include heightened sensitivity to noise, touch or sound. It could display as a loss of focus on some tasks, but the ability top 'hyperfocus' on others. It could include anxiety, physical pain or discomfort, repetitive thoughts or OCD. All of these things or none of these things can be normal for a neurodiverse person to cope with on a daily basis.

It's important to remember that everyone is unique, whether neurotypical or neurodiverse. Everyone has their own unique strengths, challenges and needs. However it can often be harder for neurodiverse people to navigate the workplace. This is especially the case if their condition is misunderstood by others, or if the work environment exacerbates their condition.

"The current fast-changing environment of reinventing work presents opportunities to improve the inclusion of neurodivergent people on all levels of organizations. However, in addition to debunking myths about neurodivergence, this would require debunking leadership myths." - Ludmila Praslova, Ph.D., SHRM-SCP

In a transforming work environment, the data being gathered post-pandemic has upended traditional work patterns and behaviours. A diverse workforce with a range of individual strengths and traits statistically produces the best overall outcomes for organisational success. And when the data shows the bottom line is positively impacted, we know it's a ripe environment for change and transformation.

According to Kerry Drury, European Culture and Engagement strategist at O.C. Tanner, a truly inclusive culture means going beyond just improving diversity numbers in recruiting or equal pay. It’s about building inclusion into the everyday employee experience and benefits strategy (Why diversity, equity and inclusion is critical to a successful reward and benefits strategy).

In other words, diversity brings dividends when executed is the right way, and not simpy a tick box excercise. We need to get past the outdated misconceptions about neurodiverse people. They serve little purpose in today's modern work world, and often exclude some of our best talent. Oganisational success involves eliminating outdated beliefs and creating optimal environments for all to thrive. Getting diversity and inclusion right is a strategic, not just an ethical advantage.