Leaders are also neurodiverse and need support in the workplace. Keira Wallis argues that encouraging and nurturing the talents of neurodiverse leadership will yield dividends for innovation and business growth.
Employer support is more important than ever, as ADHD assessment waiting times are longer than they’ve ever been. Some NHS trusts have closed their waiting lists for new referrals.
BBC’s investigation revealed that nearly 200,000 people were stuck on waiting list last year, underscoring the urgent need for solutions in the workplace.
Our data shows a 400% rise in employers providing neurodevelopmental support.
Many organisations focus their discussions on the accommodations and support they provide to employees in general, but fewer ask: “What are neurodivergent leader’s needs?”
Many managers, in my experience face pressure to hide neurodivergent characteristics because they are expected to conform to conventional leadership models.
It can cause cognitive overload due to the need to balance people management and lack of workplace adaptations tailored to leadership responsibilities.
Acas found that 39% line managers find it hard to talk about neurodiversity at work.
The focus of businesses must shift to embrace neurodiversity among leaders and the entire workforce. It will promote inclusivity by supporting different thinking styles and allowing managers to support their teams better.
Redefining Leadership Expectations
Some leadership models value neurotypical traits, such as high social engagement and quick decisions.
Instead of focusing on traditional metrics like results, verbal communications and visibility, business should include long-term impact as well as team morale as key performance indicators.”
I have worked with neurodivergent leadership in the past and found that they often struggle to meet traditional leadership standards. They may be strong at problem-solving or creativity, but may also be good at deep analytical thinking.
Instead of focusing solely on traditional success metrics like results, verbal communications and visibility, companies should also consider long-term impact as well as team morale.
Businesses can help employees feel valued by listening to their needs and helping them to thrive. Businesses can show their support for neurodivergent leadership by offering flexible working hours, such as “recovery” time after days of high social interaction and time to attend therapy.
Individualised well-being
Businesses should not make assumptions about the needs of individual leaders, but rather take time to get to know them and their specific situations.
Consider adjusting your working environment if you feel it will improve productivity. For example, using noise-cancelling headsets or specific task management applications that work for you.
One-to-one coaching is another way to support neurodiverse leadership. It can help them reflect on the workplace adjustments that they may need and how best to communicate these to their team.
Some leaders, for example, may take medication to help them focus. They may want to coordinate their efforts with the team if this medication is more effective during certain hours of the day.
Offer peer support and training
A strong peer support network can help people navigate through challenges and gain confidence.
“Building an inclusive culture begins at the top. This does not just include championing neurodiversity on a board-level, but also ensuring individuals have the tools they need to grow and thrive, regardless of their position within the company.”
Businesses can create groups in which neurodivergent business leaders are paired up with other leaders to promote honest discussions about mental health and to share their experiences.
It creates an environment of psychological safety where managers are able to be honest about their needs. If a leader feels that having verbal meetings is exhausting, then they can discuss their options, such as substituting some of them with written updates, or delegating the task to others.
The sessions provide an opportunity to discuss the support they received that helped them succeed. These networks also encourage people to embrace differences and not hide them.
Build an inclusive culture
Inclusion starts at the top. This does not just mean promoting neurodiversity in the boardroom, but also ensuring individuals have the right tools to grow and thrive, no matter what their role is within the company.
Neurodiverse employees and leaders offer unique perspectives and leadership qualities which can drive innovation and business growth.
Employers can make people feel valued by prioritising education and accommodation, as well as empathy.
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