One of my classmates at high school was a guy called John Stephens (not his real name). John was brilliant. He aced all his exams with marks of 100% (other than English which he struggled to pass). He could make an amazing sponge cake, a multi-tiered confection with perfect layers.  But his socks never matched and neither did most of his clothes. He would respond when spoken to but otherwise preferred to sit quietly and think.  We all thought John was a little strange, but he was just John. Nowadays we would call him neurodivergent. 

I don’t know what happened to John after high school, but I imagine he raced through one or multiple degrees and is happily ensconced in a lab somewhere making scientific breakthroughs. The world needs people like John. 

However, our frenetic workplaces with agile working and open plan environments are often not happy places for the Johns of this world. As a result, they often shy away from certain roles and industries, or feel they are unable to be their true selves at work. 

In October this year, the World Economic Forum published its views on how neurodiversity in the workplace can drive business success. 

As the WEF noted, neurodivergent individuals, such as those with autism, ADHD, dyslexia or Tourette’s syndrome, bring unique strengths to the workplace. However, their inclusion within organisations is often limited. 

This means that many of our businesses are missing out on the contributions that people who think and operate differently can bring. 

According to Deloitte, 10-20% of the world’s population is neurodiverse and research suggests that teams with neurodivergent people in some roles can be 30% more productive than those without them. A report by McKinsey & Company suggests that diverse teams outperform homogenous ones in terms of profitability by 36%. Team morale can also benefit from inclusion and integration of neurodivergent people in the workplace. 

Research by Forbes suggests that only 1% of corporate managers are neurodivergent; this could possibly be one reason why organisations are not strong on inclusion practices. 

The World Economic Forum has the following pointers on how to build a neuro-inclusive workplace, “companies should focus on several vital areas: 

• Leadership commitment: senior leaders should champion neurodiversity and create a culture where all employees feel psychologically safe to express their ideas and be themselves. 

• Neuro-inclusive recruitment: redesigning hiring practices to focus on skills rather than traits ensures that neurodivergent individuals are evaluated based on their strengths and not overlooked owing to traditional hiring biases. 

• Tailored workplace adjustments: implementing simple accommodations such as flexible hours, quiet spaces or assistive technologies to support neurodivergent employees. 

• Training and awareness: invest in training managers and staff on neurodiversity, dispelling myths and fostering a better understanding of how to work effectively with neurodivergent colleagues.” 

While researching this topic, I was curious to learn that some data suggests that around 35% of entrepreneurs are dyslexic and 25% of all chief executives have ADHD.  Perhaps you’ve worked with one of them! 

 As always, I am interested in your thoughts. And to provide some practical support, UniMed is assisting businesses with an introductory learning session for their leaders on neurodiversity through our partner 3 Big Things - for more info click here. 

Noho ora mai 

Louise