While everyone talks about diversity, there is a part that’s often overlooked: neurodiversity.
Neurodivergent people, such as those with dyslexia, ADHD and autism, have unique perspectives and strengths that make them ideal for leadership roles. Businesses often view these individuals in a negative light, as if they need to be accommodated.
A study conducted by Zurich UK found that nearly half of the respondents had experienced discrimination in hiring managers and recruiters. Nearly one fifth were mocked for their neurodiversity.
Sam O’Donovan is Chief People Officer of AXA Global Healthcare and Dr Martha Phillips is Risk Director at AXA Health. They argue that embracing diversity in leadership not only has a moral imperative, but it also offers a strategic edge. Businesses must go beyond “accommodation” to create an environment where neurodiverse workers can flourish and advance into leadership roles.
Neurodiversity and Leadership
Conversations about neurodiversity tend to focus on what neurodiverse people need to “get through” rather than celebrating their talents.
It’s not the right way to look at it. Sam O’Donovan says, “What if we celebrated neurodiverse workers for their unique abilities?” Some studies show that neurodiverse groups can be 30 percent more efficient than neurotypical teams. We must adapt to the individual’s needs in order to maximize their unique abilities, such as lateral thinking and creativity.
O’Donovan continues, “Neurodivergent Leaders bring new perspectives, ideas and patterns, and have the ability to recognize connections that others don’t. They are fantastic problem-solvers.” They can also think critically, abstractly and challenge norms, and provide valuable input for strategy development.
The Challenges of Neurodiverse Leaders
Neurodiverse leaders can face significant challenges in corporate environments. They struggle in environments that are verbally-focused, have sensory overload and rigid routines.
Dr Martha Phillips says, “I’ve done it.” “My early career seemed daunting. I would try to keep pace in meetings while dealing with sensory overstimulation, only to discover later that this is typical for autistic women. It can be difficult to manage energy levels, but by making some adjustments, you can thrive and fully leverage your strengths. It’s important to determine what you need in order to be most effective and to find an organization that values a diverse workforce.
Dr Phillips says that the goal is not to give neurodivergent leadership a’special’ treatment, but rather to create an environment where they can excel. Sam O’Donovan agrees with this statement, saying, “Businesses which can adapt to the unique strengths of their leaders are those that thrive.” Companies with greater diversity have a 36 percent higher chance of outperforming their competitors in terms of financial performance.
Empathy-led Leadership and the Role Employers
Supporting neurodiverse people requires a culture that is based on empathy. Employers need to understand the needs of neurodiverse individuals and offer tailored support in order to help them advance into leadership positions.
O’Donovan says, “This is not just a nice to have skill.” This is crucial. We see dramatic increases in productivity and innovation when managers are taught to appreciate and understand the strengths of neurodivergent members.
This perspective is supported by research. According to Deloitte, companies with inclusive cultures have a six-fold higher chance of being industry leaders. Empathy-led management not only promotes individual success, but also organisational performance.
The cost of failing to support neurodiverse people is also significant. The global economy loses $1 trillion a year in productivity due to poor mental health.
O’Donovan says, “The companies who will lead tomorrow are those that celebrate neurodiversity now.”
