How Embracing Neurodiversity Makes For Better Managers
I will never forget the comments of one of the many managers we interviewed as part of our market research at Uptimize.
This manager openly knew – and initially cared – little about neurodiversity. Indeed, we typically find around 60% of our corporate learners are initially largely unfamiliar with the topic, and this manager very much fit that bracket. Not only that, you could sense his cynicism as to the topic’s immediate relevance to him or his work.
However, things changed when we asked this manager about his goals for his team – his deepest hopes of what he wished to accomplish in his role. “Diversity of thought”, he said simply. “That’s it. I know that’s the answer – I want to make sure we have different perspectives - and can harness them. I just don’t really know where to start…”.
This manager, not uncommonly, had not yet “joined the dots” between his goal of a more effective, innovative team, and the fact that that very team by definition think differently. Was he doing everything possible to unlock this diversity of thought? Was he hiring in such as way as to add more diversity of thought into his team? The likelihood back then, of course, is probably not.
As corporate awareness of and interest in neurodiversity skyrockets, however, this is quickly changing: and organizations (and their managers) are increasingly able to see the connection between the importance of recognizing and embracing neurodiversity at work and their existing (critical, C-Suite level) priorities around talent, retention, and innovation.
Managers, like the manager we interviewed, can be a notoriously difficult audience. I should know – I have been one – and understand and empathize with the pressure managers in high performance cultures can be under to deliver results, to "keep the main thing the main thing", and so on. All of which, of course, can conspire against their enthusiasm for change, for corporate training, or for anything else that might initially appear an unwelcome distraction from their immediate priorities.
Nevertheless, one of the most rewarding aspects of our work at Uptimize has been in seeing how managers have taken to the (often new, to them) topic of neuroinclusion. More predictable, perhaps, though no less satisfying, is to see neurodivergent employees themselves express relief and gratitude that their organization is embracing the topic – many, sadly, as we know from our community focus groups, may have never ever experienced an organization that cared about neurodiversity before. Indeed, we have heard such feedback from neurodivergent managers themselves, one of whom confessed that “As a neurodivergent person, I was crying as I felt so connected to the video testimonials”.
But we’ve also seen managers share feedback relating to practical matters of management - feedback such as ‘It was really good to learn about the different ways of communicating and working with people’ (Manager, tech company), “I've learned to listen and observe people's behavior more effectively to ensure team members are happy with how we work” (Manager, investment bank) and the pleasingly honest “I was a little skeptical about needing training on this topic but it has made a real difference to me” (Manager, global mining firm).
Such managers are finding – and sharing – that neuroinclusion is vital to inclusive and effective leadership. Here's why.
Managers have a crucial role to play in their organizations.
Data shows managers are responsible for 70% of the variance in employee engagement, and indeed managers have a vital role in ensuring happy and productive teams. This is born out by the stories shared with Uptimize as part of our focus groups with the neurodivergent community, many of whom have bemoaned informed managers making things difficult for them, or even being openly hostile (indeed one employee, when trying to explain his preference for note taking on his phone as being a result of his neurodivergence, was snapped at by his manager who said “I don’t care what you have”). Some neurodivergent professionals, more happily, describe having more inclusive, empathetic managers – often those who are neurodivergent themselves, or who have the familiarity with the topic that comes from having a close neurodivergent family member. But there’s certainly a sense that having a supportive manager is very much the luck of the draw. No surprise, then, perhaps, that dissatisfaction with managers is often cited as a key reason behind (any) employees’ decision to seek pastures new – with a consequent cost, of course, to their initial employer to replace them.
Managers can support employee and team well-being.
Neuroinclusive managers recognize not only the importance of fostering team well-being, they understand the active role they can play in this every day. For example, informal employee check-ins, including suitable vulnerability from the manager where appropriate (for example, saying something like “I’m not feeling amazing today personally… how are you doing?”) can help employees feel heard and considered. Team well-being check-ins and forums, too, can harness the creative capacity of the group in seeking new ways of promoting well-being for all. Managers can also model (and ensure they live) their organization’s values, and model a sensible work-life balance too; both of which can further improve team cohesion and comfort.
Managers may be neurodivergent themselves, and appreciate a more neuroinclusive culture and greater support.
Ableist thinking, fuelled by negative stereotypes, can posit – wrongly – that neurodivergent people are unlikely to be a fit for leadership roles. Some, of course, like many of their neurotypical peers, may not be enthused by the prospect of more admin and conflict resolution – but, as I stress in my book “A Hidden Force – Unlocking the Potential of Neurodiversity at Work” many neurodivergent people can and do make fine leaders, leveraging skills such as creative thinking, as well as learned empathy and resilience. Don’t, then, assume managers must be neurotypical: and consider the importance to your leaders, too, of a culture in which everybody feels comfortable bringing their full self to work and asking for additional support as needed.
Managers can transform ways of working for enhanced collaboration.
In many teams, sadly, uninformed managers give instructions how they like to give them (not how the different brains in the team would like to receive them), and such teams feature rigid ways of working, set by the manager’s own preferences and/or team norms. Such norms, of course – whether relating to communication, problem-solving, meetings, and so on – often work for many, but not for all. Managers, infused with empathy and curiosity towards the different thinking styles of their team, are able to modify such ways of working to allow everybody to contribute in a more optimal fashion.
Managers can hire more effectively.
Part of building true diversity of thought in your team is ensuring you are hiring from what I call the full range of human talent: and not unintentionally excluding talented neurodivergent applicants. The latter, though, is all too common, driven by rushed and/or rapport-based hiring in which candidates can find themselves at the mercy of unconscious biases and the strongest applicants can be overlooked for those who better navigate complex candidate experiences. Neuroinclusive hiring, of course, quickly starts to change this: and has led multiple organizations to, in their own words, hire talent they would previously have either not attracted, or overlooked.
Managers can unlock the innovative potential of their teams.
Back to the idea of true diversity of thought: and the importance, here, of recognizing neurodiversity as a critical element of this. Most organizations, today, recognize the importance of innovation, something that still typically relies on human brains coming together (albeit perhaps supported by or catalyzed by technology). Neuroinclusive organizations are able to allow the different thinkers in their team to flourish, to welcome and embrace varied thinking and ideas in an atmosphere of enhanced psychological safety, and have leveraged this to – for example, in the case of a leading consulting firm – meet the unforeseen challenges of the COVID pandemic by putting together deliberately neurodiverse teams to attack and solve urgent problems with creative new solutions.
If you are a manager, you manage a neurodiverse team: there is no one “normal” brain. Considering neuroinclusion in everything you do will help you build the strongest version of that team, and unleash its best performance.
Ed Thompson is the CEO and founder of neuroinclusion training company Uptimize. He is also the author of the #1 Amazon bestseller “A Hidden Force – Unlocking the Potential of Neurodiversity at Work”.
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