Here are some of the themes that emerged during our discussions.
Setting the context
This was the third year in a row that Spencer Stuart has hosted an event for thought leaders during London Tech Week. It was also third year in a row that we came together at a time of global tumult, where unpredictability and uncertainty reign supreme and effective leadership is more important than ever.
But leaders are only as good as the people around them.
4.5% of UK adults have ADHD and as a firm, we have also received a high level of interest from clients who have been seeking our counsel on what steps they should be taking to become more neuroinclusive.”
With everything going on in the world and the sheer difficulty of predicting what is going to happen next, decision making tables need every type of viewpoint and every type of brain. Unlocking new opportunities will only happen when leaders can call on a truly diverse set of perspectives, skills and capabilities, including those who are neurodivergent — what better way to help organisations and teams see around corners? But there is much to do before this ambition is turned into widespread reality.
An important starting point is to be clear about what “neurodiversity” and “neurodivergence” mean. While “neurodiversity” is an umbrella term that recognises that the brain processes and interprets information in a range of different ways, “neurodivergence” or “neurodivergent” is about the specific difference — such as autism or ADHD — that differs from the neurotypical.
I have had many conversations with executives who have recently been diagnosed as neurodivergent. Perhaps this is not surprising — 4.5% of UK adults have ADHD, for example. As a firm, we have also received a high level of interest from clients who have been seeking our counsel on what steps they should be taking to become more neuroinclusive. But we are also looking inward.
For example, our neurodiversity employee resource group (ERG) welcomes employees who either are neurodivergent themselves, know someone who is, or are curious to find out more in their capacity as an ally. The group meets on a monthly basis to provide a safe space to share experiences, resources, to ask questions and to provide support. This helps make all of us smarter on ways in which we can improve ourselves and our approach to neuroinclusivity in the workplace and in hiring.
We are also on a continuous learning journey when it comes to considering how our candidate assessments can be made more inclusive by adjusting the format to ensure neurodivergent leaders can perform at their best.
While 'neurodiversity' is an umbrella term that recognises that the brain processes and interprets information in a range of different ways, 'neurodivergence' or 'neurodivergent' is about the specific difference — such as autism or ADHD — that differs from the neurotypical.”
This is all about unpicking and redefining what it means to be “professional”. Those with sensory processing differences, for example, may find it impossible to dress in certain ways. At our event, James shared that he cannot wear a long sleeved shirt because of the tightness around his forearms — but how would this be interpreted? Would this be viewed as “unprofessional” in certain contexts? Are current definitions still relevant in today’s world and are we making unhelpful and outdated assumptions and connections about certain needs and differences and their ability to successfully do the job?
When it comes to assessing executive roles, we are advising our clients to be clear on what is and is not important for the role and how that affects their recruitment approach. Question if this person will have to do presentations, and whether completing a multi-hour written assessment is really the most effective way to find out if they are best suited to what the role entails.
This is where I hope we can help move the needle because there is so much diversity within neurodivergence and this means there is no one size fits all for the recruitment, development or promotion process within organisations. This is all the more difficult when even the neurodivergent community cannot agree on what it is to be neurodivergent. Some say it is a superpower, some say it is a disability, and both of those narratives can cause confusion.
But what is most important to remember is that when an organisation becomes more neuroinclusive, it helps everyone — not just those who are neurodivergent — and the measures that help the most are most frequently free or inexpensive; employers do not need to dig deep to make a big difference.
When an organisation becomes more neuroinclusive, it helps everyone — not just those who are neurodivergent — and the measures that help the most are most frequently free or inexpensive; employers do not need to dig deep to make a big difference.”
Spotlighting the barriers
If organisations ask people to complete tasks and activities that their brain finds unrewarding or are not putting the right support in place to make those tasks or activities more simple, then they are not getting the best out of people.
For example, certain forms of neurodivergence can make job interviews very challenging. Eye contact, social ease of communication, quick thinking — these are all traits that come to the fore in an interview situation and these are all traits where some neurodivergent brains can struggle. People with ADHD and those in the autistic community also have a visceral response to being rejected, criticised, or ignored, or feeling like being rejected, criticised, or ignored. This means they are also likely to feel high levels of anxiety in an interview situation — before, during and afterwards.
Then there are higher level thought processes — also known as “executive functions” — which involve elements such as planning, organising, prioritising, time management and flexible thinking. These are the skills that humans often excel in and allow us to navigate everyday life. However, when it comes to neurodivergences such as ADHD, autism, dyslexia, dysgraphia, and dyscalculia they are often a core of the challenges that they face, particularly when it comes to self-organisation and prioritising what is the first thing to do, whether it is everyday, emergency or important.
But none of these challenges are, on their own, a barrier to success. The biggest are actually those that society puts in place, and that includes the healthcare system, the education system, and the way in which we communicate, the societal norms and expectations. And those barriers are far more challenging than executive dysfunction and struggling with prioritising, or struggling to engage with a task.
The biggest challenges are actually those that society puts in place, and that includes the healthcare system, the education system, and the way in which we communicate, the societal norms and expectations.”
Research has shown that neurodivergent people are generally more underemployed. Unfortunately, they often blame themselves: ‘I can't work in that environment, I really struggled with that task’. Whereas in reality, most employers in the past had not sufficiently considered the benefits of supporting neurodivergent colleagues and potential employees and how this would help strengthen their business.
But there is positive news and there are plenty of solutions that can help us collectively change course.
So, what can leaders do?
Organisations such as Deloitte have studied this issue in depth and have found that businesses can reap a variety of professional dividends from weaving neuroinclusivity into every part of the employment journey. Should they do so, a business is likely to do better in terms of retaining staff, staff wellbeing and performance, social standing and corporate responsibility, and recruiting people in the future.
Deloitte is not alone. Through its Autism at Work programme, JPMorganChase discovered that their cognitively diverse employees were not only 90% to 140% more productive than their neurotypical counterparts but also made fewer errors.
Here are some practical steps that leaders can take to help their organisations become more neuroinclusive.
Set up a neurodiversity ERG
It can be something very simple, such as setting up a neurodiversity support group, as we have done at Spencer Stuart. Bringing people together — both neurodiverse and neurotypical — to discuss shared experiences and remind them that they are not alone is hugely powerful. Technology can help here, too. Microsoft Copilot it comes with a private Teams workspace so that means there is a digital channel permanently available for them to connect and talk about issues they are perhaps finding to be a struggle.
Adjust how meetings are conducted and reported
One of the biggest white lies told in a corporate setting is when everyone is asked if they have read the minutes of the previous meeting. A neurodivergent-friendly approach would be to summarise the action points at the start — and this would help everyone, not just those who are neurodivergent. But it is not just about the minutes. When meeting invites are sent, be clear about what the purpose and context. Again, this is another inexpensive and time sensitive approach that benefits every meeting participant.
Consider the physical environment
When it comes to the make-up of the workplace, assistive technology, such as a particular software or tool, can be important. Neurodivergent people should also be able to have physical adjustments to their workstation if needed, as well as access to sensory-friendly spaces, noise-cancelling tools, and flexible scheduling.
Visible leadership commitment
Senior leaders must not flinch from neuroinclusion and instead make it a core part of their business strategy. This should also include ongoing education to reduce stigma and build understanding across all levels of the organisation. After all, it is important to remember that their organisation is likely to already include colleagues who are neurodivergent but undiagnosed, as well as those who have been diagnosed but are apprehensive about sharing their diagnosis for fear of experiencing negative bias.
Remember it is always a work in progress
It is impossible to get everything right as a leader because any neurodivergent employee could be very different from the last. That is why being reflective, adapting when you can, and asking whether there are other ways to support neurodivergent colleagues is the best approach.
Embracing the ripple effect
Our breakfast only lasted a little over an hour but I hope that every attendee took something away from the event. This conversation might be just one ripple but I am, as ever, confident that these ripples will come together to create a pervasive and impactful movement. And having conversations like this is how change happens.
My beautiful son is neurodivergent and he has opened up my aperture to the world in ways I never could have imagined; my perspective is now richer, more textured and colourful than I could ever have hoped.
As I left the house on the morning of our event he wished me luck and said “I believe in you”. I continue to be fully emboldened and hopeful that we can create a better future for all of our children, when difference is recognised as a strength and is seen through a lens of curiosity, rather than fear.