Many organisations provide training to their managers on how to support colleagues who are neurodivergent. How many organisations extend this training to managers who are themselves neurodivergent? According to research conducted by the Association of Project Management, around one-seventh of project managers who are neurodivergent don’t tell their employers.
Women are more likely to have kept this information from their employers than men – 23% as opposed to 14%. It’s important that leaders support and embrace neurodiversity at all levels of the organization, including managers. They risk losing future leaders and diverse talent.
Why are neurodivergent managers overlooked?
Leaders tend to assume that managers are all neurotypical and ignore the fact many are actually neurodivergent, or are simply not thinking about it. Many professionals also don’t inform their employers that they are neurodivergent. It could be due to a number of factors. It could be that they don’t feel comfortable discussing their neurodivergence in the workplace. They may be waiting on a list to get an assessment for autism or ADHD and wish to wait until they receive an official diagnosis.
It can impact productivity, mental health and wellbeing. Not just for managers.
Challenges neurodivergent managers might face
Each neurodivergent leader will have a different communication style. In the absence of this information, their team may misunderstand them.
Some social events may be difficult for them to attend (this is not true in all cases), and this could impact their relationship with other team members, as well as their potential for promotion.
Why HTML0 is important for businesses
Supporting neurodivergent leaders is not enough. Many businesses think of the accommodations that they must make for neurodivergent employees to get by. Isn’t that limiting their potential? Leaders can help neurodivergent leaders, top talent, and all employees to excel by embracing their differences.
Neurodivergent managers often have unique thinking styles or skills in communication and problem solving. They are associated with increased productivity and innovation. These people may also have a special empathy for the team members, who all have different thinking styles, needs and working methods.
It is also good for the business. A strong, innovative, and creative company must have a variety of thinking styles. Likewise, any support you provide for other employees may also benefit managers.
Four ways to help neurodivergent leaders thrive
Hiring neurodivergent managers is the best way to harness their power.
Rethink your recruitment
How neuroinclusive is your selection process and job advertisements? Include important details such as the number of people that someone will be managing, their working hours and salary. Check that all skills are required or you may lose some candidates.
Offer to prepare interview questions and adjust questions as needed. Show them you’re a progressive employer if you want to attract managers.
Create a culture that is truly inclusive
Managers should model respect, acceptance and open communication. They need to encourage neurodiversity through training.
Normalise reasonable adjustments. Include them in your policies, and make sure that ALL managers know that they are an integral part of the support you provide to employees and leaders. Make accommodations as proactive as possible.
Provide tailored Support
Ask managers what they need. Don’t assume. Work arrangements should be flexible to accommodate different work styles and energy levels, such as remote or hybrid work. Allow employees to adjust their working hours if they are more productive. Do not be deterred by the need to clearly define how changes will be monitored, measured and adjusted as needed.
Consider the work environment. Take into consideration your tolerance for distractions. Do managers have noise-cancelling headphones or quiet areas available to them when they need it? Offer assistive technologies like task management apps or speech-to text support.
Ask about it if you are not sure. You can ask about it. If you are unsure, ask an occupational therapist for advice.
Unlock your leadership potential
Customize tasks according to each manager’s strengths. For example, deep concentration or analytical thinking.
Find out what drains energy, such as virtual meetings, sudden changes, or social interactions, and work to avoid them.
Provide training and leadership development that is tailored to the individual’s learning styles and needs.
Create an environment that is psychologically safe. You want to encourage senior leaders and managers to be honest about their work preferences and needs, regardless of whether they are neurodivergent. Encourage transparency, but also respect privacy. Not everyone should know about neurodivergence. Overexposure can lead to more stress than the person is seeking.
The Future is Full of Potential
Leaders must recognize neurodivergent leaders and managers, and their skill sets as assets to their business.
Instead of making adjustments to make people survive in the workplace, celebrate different leadership styles and ways of thinking. Make adjustments the norm. No one should feel uncomfortable when they ask for what they want.
Leaders assume that training managers to support neurodivergent co-workers is the key to creating an inclusive workplace. This ignores the reality that many managers are also neurodivergent.
You’ll be creating a safe and comfortable environment for all managers, allowing them to flourish. This can only be a good thing for your business.
