66. How can leaders support and leverage the capabilities of a neurodivergent workforce?
by Brooke Anderson and Liz Tilley
In this article Yellow Edge shares five commonly asked questions on neurodivergence in the workplace and attempts to provide a helpful frame of reference and mindset for leaders and supervisors keen to support and leverage the capabilities and experiences of a neurodivergent workforce.
Over the last few months, Yellow Edge has been invited by clients and partners to talk about neurodiversity in the workplace and, specifically, the role leadership plays in helping to create more inclusive, and high performing environments.
The conversations have been overwhelmingly positive. They reflect the goodwill and positive intentions of leaders, supervisors, and HR professionals who are keen to learn more about neurodiversity and how to support and leverage the capabilities of a neurodivergent
From time to time, interesting questions arise in forums, webinars and coaching conversations, some revealing assumptions, stereotypes and biases that continue to prevail within the workplace and society more broadly.
This article shares five commonly asked questions and provides what we hope is a helpful frame of reference for leaders to bring to their workforce - one that supports, educates, and, importantly, one that shifts the conversation from ‘working with’ rather than ‘doing for’, and from changing people to changing systems.
Firstly, what does neurodivergent mean?
The term neurodivergent is an umbrella term to position neuro-developmental differences, such as Attention-Deficit/Hyperactive Disorder (ADHD), Autism Spectrum Disorder, Tourette’s syndrome, Obsessive-Compulsive Disorder (OCD) and Dyslexia as natural variations in human neurology rather than deficits to be fixed.
An individual who is neurodivergent is someone whose brain functions, reacts, responds, fires and engages differently to a neurotypical individual. (1)
It’s worth noting that respectful communication involves asking the staff member their preference about how they like to identify. For example, some people in the Autistic community like to say, ‘Autistic person’ (identity-first language), some like to say, ‘person with Autism’ (person-first language), and some are fine with using either. (2)
Depending on what you read, 1 in 5 of the population as a whole are neurodivergent. (3) In 2023, the Australian Public Service (APS) Employee Census revealed that 27.2% of APS level employees considered themselves to be neurodivergent and a further 43.1% were not sure. (4)
Anecdotally and through our work, Yellow Edge is noticing and working with more women who have received diagnoses later in life. We are also seeing more workplaces developing and maturing their diversity and inclusion policies and practices to recognise and leverage the strengths that people who are neurodivergent bring to the workplace.
Some commonly asked questions:
In recent months, I’ve noticed that more staff are identifying as being neurodivergent. Isn’t this just an opportunity for them to work from home full-time and to access more resources and workplace supports than the rest of us?
Without awareness and understanding, it’s easy to unknowingly create an unsupportive environment. This question reveals both a lack of understanding about neurodivergence and a lack of empathy. There is more likely to be backlash or conflict when there is a lack of awareness and understanding, a sense of inequity, a lack of open dialogue, or a failure on the part of leaders to communicate clearly, respectfully, and inclusively.
To foster an inclusive environment, leaders should:
Encourage discussion on neurodiversity, offer neurodiversity awareness training which can help to build greater understanding about neurodivergence, how it shows up differently in people, and that each neurodivergent person is unique.
Emphasise the importance of diverse perspectives within the team and encourage collaboration, consultation, and mutual understanding.
Help team members understand and appreciate each other’s strengths and differences. Through increased awareness, managers will start to understand how they can leverage individuals unique abilities.
Show appreciation for diversity and foster an environment where all contributions are valued.
Be vigilant about your own biases and the extent to which your own thinking and communication style is informed by stereotypes, bias, and by the opinions of those around you.
2. I think one of my team members has ADHD. How can I best work with them so they can access the workplace support they need? How can I ensure the workplace accommodates any modifications to the way they work so they can thrive and be their best?
The Australian Public Sector Neurodiversity Community of Practice recommends that managers and supervisors begin by familiarising themselves with their organisation’s policies, programs, and relevant service offerings, and then working together with their staff members to understand which workplace supports or accommodations would be most appropriate and helpful.
Managers need to adopt a flexible and consultative management approach, understanding that often an individual may not know what they need to perform at their best, and, additionally, what works for one person might not work for another.
Mentorship programs, professional coaching, and support networks can often be particularly useful not just in helping a neurodivergent team member, but also to assist the mentor to develop a better understanding of individual strengths, differences and working preferences.
Other tools and supports that may be available to help leaders and supervisors to help team members to perform at their best include:
Performance management feedback tools and conversation guides.
Job re-design guidelines which can help supervisors tailor and craft tasks to accommodate the needs of individuals.
Technological supports, including both ICT hardware and software.
Flexible and hybrid working policies and practices.
Workplace accommodations including access to quiet workspaces, lighting, and noise adjustments.
Allowing for individual preferences such as wearing headphones, turning the camera off, using fidget toys, or the use of coloured instead of white paper to print on etc.
3. We have several vacant positions which we believe would be suited to individuals with a strong attention to detail, and a unique perspective on problem solving. How can we attract the right sort of candidates?
The reality is that many of our HR systems and practices are based on some relatively narrow assumptions and stereotypes that no longer hold true. Our workforces are more diverse than ever before and, therefore, the way we recruit, induct, manage, develop, and retain staff needs to reflect this.
HR professionals and organisational leaders need to take a systems perspective and attempt to understand whether or not organisational systems, processes, and policies are inclusive and support a neurodiverse workforce. It’s important for leaders to ground any discussion in terms of system inequity, as opposed to individual deficit.
Start by thinking about your organisation’s strategic priorities. How could a neurodivergent workforce help you to achieve these priorities? How can you ensure the workplace is supportive and safe for neurodivergent individuals? While recruitment is often in the spotlight because it’s the entry point into an organisation, as leaders our focus should continue to be on making work ‘work’ for everyone and taking action right across the employee value chain.
4. My colleague is neurodivergent. She doesn’t want anyone to know. Does she need to disclose her diagnosis in order to access workplace support?
Disclosing your neurodiversity is completely personal and depends on the status of your employment, who you are, and what you want to achieve from disclosing.
In Australia, there’s no obligation to disclose your neuro-type or neurodivergence to an employer. If you choose to disclose it, under the law reasonable accommodations should be made for you. But it’s also a valid choice not to disclose for fear of stigma and concerns around safety. (5)
In the Australian Public Service (APS), for example, efforts continue towards the goal of accessibility by default and there are many strategies, tools, resources, and support networks available to assist supervisors and employees alike in building inclusive, safe, and high-performing cultures. The policies and tools available do, however, vary from agency to agency and unfortunately, not everyone receives the support they need to thrive at work.
Irrespective of whether they decide to disclose their neurodivergence, you could ask how you could best support them and whether it would be helpful to talk through the pros and cons of disclosing to their supervisor. You could recommend they access coaching support, or their Employee Assistance Program (EAP), as a way to work through the concerns they are experiencing in the workplace and to tap into their strengths.
5. My colleague who is neurodivergent has been in the same role for seven years. They are excellent at processing huge amounts of complex data, and they always deliver. I’m concerned that because of their difficulties in social situations, like team meetings, they are being overlooked for promotion.
Generally speaking, neglecting someone’s career progression can lead to demotivation, disengagement and, potentially, an early exit from the organisation. We know that people are much more likely to stay in roles when they are learning and growing and have an opportunity to develop their careers.
There is, however, a presumption that your colleague wants to be promoted. They might love what they do and be content in their current role. A working with approach rather than doing for is often what is required. How can you work collaboratively with the person to leverage their strengths and support them to grow and develop in a way that works for them?
In summary
Leadership is critical to turning a diverse workforce into an inclusive workforce that values, supports, and leverages diversity in all its forms. When we implement more inclusive practices, we don’t just support our neurodivergent employees, we create more dynamic, creative, and productive workplaces for everyone.
Authors
Brooke Anderson is Head of Research, Sustainability & Social Impact at Yellow Edge, a Canberra-headquartered B Corp dedicated to helping individual, teams and organisations realise their potential.
Liz Tilley is an Executive Coach with Yellow Edge and member of the International Coaching Federation (ICF). Liz is neurodivergent and lives with a chronic health condition. She specialises in helping women to lead with more confidence, authenticity, and courage.
References
(1) Neurodiversity, Cognitive Diversity and where the HBDI fits in | (herrmann.com.au/blog)
(2) Developing the National Autism Strategy – Statement on language | (engage.dss.gov.au)
(3) Why Neurodiversity Is Misunderstood in the Workplace | Psychology Today Australia | (psychologytoday.com/au/)
(4) Appendix 2 - State of the service additional data | Australian Public Service Commission (apsc.gov.au)
(5) How to support neurodiversity in the workplace | (this. deakin.edu.au
Published June 2024
Brooke Anderson is Head of Research, Sustainability and Social Impact at Yellow Edge, a leadership development company focused on shaping human potential.
Yellow Edge is a local, privately owned Canberra based consulting company focused on helping individuals, teams and organisations to achieve high performance. Yellow Edge is a certified BCorp. BCorp companies make decisions that make a positive impact on their employees, customers, suppliers, community, and the environment. https://www.bcorporation.com.au/