Evidence from the likes of McKinsey, Boston Consulting Group, Harvard Business Review and others show higher levels of innovation, productivity, reduced turnover and much more can be achieved by creating truly inclusive workplaces. And with one in five people estimated to be neurodivergent, there is an opportunity to unlock talent, enable progression and usher in a new era in widening access to the labour market, according to Salvesen Mindroom Centre, a charity that champions all forms of neurodiversity and supports all kinds of minds.
Salvesen Mindroom Centre, which will soon issue a best practice guide, believes EAs are perfectly placed to support and champion neurodiversity in the workplace, using well-honed tact, diplomacy and people skills.
It’s a minefield
You may even already have some experience of neurodiversity at work but are unsure how to handle the situation. It can be a minefield, especially if the worker concerned hasn’t openly declared their neurodiversity. So, how can you navigate this sensitively and support colleagues effectively?
Jill Somerville, PA to Alan Thornburrow, CEO of Mindroom, has direct experience of this. Alan has been very open about his lived experience of neurodiversity and periods of mental ill health. He both accepts his own limitations and is aware of his strengths and how his neurodivergent thinking can add creativity, innovation and strategic thinking to the organisation. Jill now knows instinctively where she can add support.
She says: “My philosophy is to treat everyone as an individual with individual needs. In some cases, I am aware of a colleague being neurodiverse, and on occasions, I am not. Every new relationship requires learning to better understand the person you are supporting, and I’ve been privileged to learn about neurodiversity first-hand.
“Initially, I thought I had limited experience to draw on. But the more I have learned, the more I have realised that it is likely that I have previously worked with, and currently work with, people with neurodiversity who perhaps have not shared this. For example, some have been dyslexic but not disclosed this. Yet creating a supportive environment through listening and understanding is still possible.”
Getting started
Salvesen Mindroom Centre say the critical first step to embracing, integrating and harnessing the potential of neurodivergent employees is to have the knowledge, confidence and language to start the conversation. Building business-wide awareness and encouraging open dialogue are vital.
Alan adds: “We find without exception that employers are very open to neuro inclusion, but it is one of many topics they are trying to progress on regarding diversity and inclusion. The starting point of becoming neuro-inclusive is meeting each other where we are. Trying to reduce and eliminate bias and the need to conform to type.
“This requires a deeper understanding of each other and a degree of vulnerability to open up. We need to recognise our strengths but accept where we don’t have strengths and work as part of a team to complement each other. This principle applies in all environments, not just the world of work but it is critical to driving meaningful change in your culture.
“Change begins with starting ‘the conversation’. By putting neurodiversity on the corporate agenda – whether that’s through training, role modelling or otherwise – you help to create the conditions for staff to talk about it, to learn what it is and isn’t, to understand language, recognise patterns of thinking in themselves, in each other, in families. It is a win-win.”
Actionable advice
Neurodiversity affects between 15 and 20% of the planet. Put another way, with a global population approaching nine billion, this means roughly 1.5 billion of us are neurodivergent. That’s a significant section of the workforce, making it a mainstream subject with which to get up to speed. You are bound to have colleagues who are neurodivergent.
Here are ten ways to approach the issue and support them:
- Listen, value and respect their experiences and perspectives.
- Provide a safe, consistent working environment and consider neurodivergent staff when planning changes.
- Treat disclosure with sensitivity and discretion.
- Don’t make assumptions based on a diagnosis, behaviours or personal presentation.
- Be consistent and clearly communicating expectations and guidance.
- Be sensitive to social differences and preferences.
- Be open to doing things differently (small changes can make a big difference).
- Provide access to a quiet space, additional time and frequent breaks.
- Provide access to software support, digital documents and resources with accessible formatting.
- Become an ally and champion of neurodiversity.
