There is a lot of talk about diversity, equity and inclusion these days. The focus on visible forms of diversity – colour, race, gender, age, ethnicity, sexual orientation and physical disability – often overlooks neurodiversity though.
Employees and board members who think differently and approach problems in unexpected ways provide a substantial competitive edge.
What actually is it?
Neurodiversity refers to the different ways people think, process thoughts and experiences, and interact with the world.
Neurodivergence is not necessarily a disability, but rather a difference in how the brain works. It means that the person has different strengths and struggles from those whose brains develop or work more typically.
It is estimated that 15-20% of the global population is neurodivergent which includes autism, dyslexia, attention deficit hyperactivity disorder (ADHD), dyspraxia and other conditions. Unfortunately, many of those who identify as neurodivergent struggle to find and keep jobs, and are often misunderstood and stigmatised.
Neurodivergence and the Bottom Line
Because neurodivergent brains work differently to “typical” brains, they offer substantial benefits.
Problem-solving abilities are enhanced due to challenges being approached differently which leads to unexpected insights and highly innovative thinking – something that every board should be harnessing.
Exceptional pattern recognition supports being able to bring order and discern trends – internal and those experienced by competitors – where the neurotypical only sees white noise.
Neurodivergent individuals can display unusually acute visual reasoning and creativity, and have the ability to hyperfocus which results in elevated productivity.
Improved decision-making, trend recognition, focus and productivity results in improved impact and results.
Overcoming the Obstacles
The challenges faced by neurodivergent people vary greatly in nature and severity – many people show traits but are not diagnosed.
There can be problems with reading and writing, planning and organisation, as well as social interaction and communication. Such issues can lead to difficulties in the boardroom and with others who often do not realise that these are not behavioural choices, but rather a result of different brain wiring.
Importantly, as it can be difficult to tell what someone struggles with, it is best not to make assumptions.
The good news is that additional support or adjustments to help the neurodivergent are rarely expensive or complicated, and the chances are that businesses and boards will get back in productivity and effectiveness many times what is spent on these measures.
Basic awareness training further supports understanding what is going on with someone with cognitive differences, and how to leverage their strengths.
The Benefits are Real
The advantages for boards and businesses include the following:
- Different thinking can inspire innovation, increase efficiency and galvanise productivity for all. Teams that include neurodivergent members can be 30% more productive than those without.
- Neurodivergent-friendly cultures can boost employee engagement, reducing absenteeism and staff turnover, and improving morale.
- Neurodivergent employees in a supported environment tend to be loyal and dedicated workers.
Look Around You
A number of successful business leaders are neurodivergent: Bill Gates (Microsoft), Richard Branson (Virgin), and Elon Musk (Tesla & Space X) as was Ingvar Kamprad (Ikea) to name a few. Many major companies such as Hewlett-Packard, Deloitte, Ford and Microsoft have altered their hiring and employee wellbeing practices to attract neurodiverse talent.
Explore how neurodivergence can boost your organisation. Tailoring recruitment and selection processes to being more neurodiversity friendly, creating a supportive environment and being open to the idea of adjustments can lead to rewards that directly affect numbers i.e. profitability.
