We survived a global crisis only to voluntarily drag our best talent back into environments guaranteed to break them. Think about that for a second.

For a brief period during the pandemic lockdowns, people who process the world differently finally had control over their workspace. They thrived. Now we are forcing them back into the sensory nightmare of the open plan office. And company leaders are genuinely baffled as to why their people are disengaged.

Return-to-office mandates and rigid workplace systems often undermine neurodivergent employees by prioritizing conformity over capability.

This profound disconnect was the focus of a recent feature by Cath Everett for Diginomica. She examined a startling new report by City and Guilds that exposed a massive gap in the modern workplace. Senior leaders are highly confident they are providing excellent support for their workforce. But the employees on the ground report a completely different reality. There is a widening chasm between corporate intent and lived experience.

I spoke with Cath for the feature, and I pointed out one of the biggest drivers of this gap. Awareness moves faster than implementation. But there are other factors too, one of which is tech companies’ widespread return to office mandates. As I explained in the article:

“During COVID, people started working from home and many neurodiverse people found life became easier as they didn’t have someone sitting on either side of them and could do things like adjust the lighting to suit themselves. Even when they had to return to the office for one or two days a week, it was bearable. But many employers are now forcing people back full-time, which can be a nightmare if you have ADHD or autism.”

What Employers Still Get Wrong

Organizations confuse activity with results. You can hold all the inclusion seminars you want. You can write sweeping corporate policies and celebrate your diversity initiatives in marketing brochures. But if you demand absolute conformity in how work gets done on a Tuesday afternoon, your policies are useless.

Employers are still operating from a deficit mindset. They look at someone who struggles with harsh fluorescent lights or the constant chatter of an open floor plan and they see a broken employee. They see a problem to fix.

We are essentially pulling an octopus out of the ocean and dropping it onto the beach. On the sand, the octopus looks clumsy. It struggles to move. Through a deficit lens, you might conclude the octopus lacks mobility skills. You might even put it on a performance improvement plan to teach it how to walk. The reality is the octopus is a marvel of engineering. The environment is just wrong. Put it back in the water and watch what it can do.

We do this constantly in the corporate world. We recruit divergent thinkers for their exceptional cognitive skills. Then we drop them into loud, bright, chaotic spaces and expect them to seamlessly assimilate. When they struggle, we blame the employee. We fail to recognize that our own systems are the barrier. We expect people to be superhuman in their output while ignoring their basic human biology.

This obsession with conformity starts before a person is even hired. What employers still get wrong is relying on the traditional job interview. Standard interviews are just mini performances. They test how well a candidate makes small talk, holds eye contact, and mirrors the interviewer. They do not test how well a person can actually do the job. A brilliant software developer might freeze when forced to answer multi part verbal questions on the spot. If you reject them for a lack of social polish, you are filtering out your most innovative thinkers. You are actively choosing conformity over capability.

Why Return-to-Office Policies Hurt Neurodivergent Employees

This is not about making people feel warm and fuzzy. This is a conversation about business survival and the staggering cost of lost potential.

When you force people to work in ways that fight their natural wiring, they have to compensate. They spend massive amounts of energy just trying to look normal. They hide their struggles. Every ounce of energy a person spends trying to block out background noise or navigate unwritten social rules is energy stolen from problem solving.

It leads straight to burnout. Your top performers become exhausted. Output drops. Eventually, they leave and take decades of institutional knowledge straight to your competitors.

This loss of talent is entirely preventable. Consider a top performing sales representative I worked with. Let us call him Ben. Ben was brilliant at connecting with clients. He understood his product inside and out. But Ben is a divergent thinker who struggles with dense, text heavy reading. He successfully hid his dyslexia for decades. Then his company rolled out a new learning management system requiring timed written tests to earn product certifications.

When Ben took the tests, the letters flipped on the screen. He begged senior management for an alternative way to prove his product knowledge. They refused. The rules were the rules. Ben left the company. They lost their best salesperson because they prioritized a rigid testing system over actual job capability. The cruel irony is that his company had a highly publicized hiring initiative for different thinkers. They celebrated inclusion in theory but refused to offer a simple adjustment in practice.

The impact is even more severe for women in middle management. Society teaches girls to hide their differences from birth. They learn to turn their distress inward to avoid making waves. By the time a neurodivergent employees reaches middle management, she is completely depleted from a lifetime of masking. If she asks direct questions to understand a project, she is labeled difficult. If she concentrates hard, her intense facial expression is misread as anger. Workplaces operating on traditional power based norms marginalize these brilliant minds every single day.

We see this frequently in the tech sector with the superpower stereotype. Companies want to hire a brilliant coder, but they expect a savant. They expect superhuman capabilities combined with seamless social assimilation into a fast paced culture. When the employee inevitably struggles with the sensory environment, the company is entirely unprepared to support them. We are leaving performance on the table. We are stifling innovation because we are too stubborn to rethink how work gets done.

Moving Beyond Labels and Designing for Capability

The solution is not to create special categories or stick clinical labels on people. In fact, labels often do more harm than good. They trigger unconscious bias. They make people feel othered. Most of your divergent thinkers will never disclose their struggles because they fear being stereotyped. They do not want to be the office poster child for an inclusion initiative. They just want to do their jobs.

When I speak with leaders about making changes, they almost always bring up fairness. They tell me they cannot let one person wear headphones or work from home because it would not be fair to everyone else. They fundamentally misunderstand what fairness actually means.

Imagine you are on a flight for a solo business trip. You are stuck in a middle seat. The air is hot. The person behind you is kicking your chair. A baby is crying non stop. The smell of fast food is wafting through the cabin. You have a critical report to finish before you land. You have two choices. You can grit your teeth, suffer through sensory assault, and produce terrible work. Or you can put on a pair of noise canceling headphones so you can focus.

If you put those headphones on, is that favoritism? Are you getting a special perk? No. You are using a tool to function. True equity means giving people the specific tools they need to do their best work. Forcing everyone to work under the exact same conditions is not fair. It is destructive.

Why Inclusive Workplace Design Works Better

We need to stop trying to fix the people and start fixing the environment. I call this Inclusive Dynamic Workplace Design™. It is a philosophy built on common sense and flexibility.

Make adjustments universally. If flexible hours help one person, offer them to everyone. If someone needs to sit in a dimly lit work area to be productive, give them the go ahead. Create quiet chill spaces in the office where anyone can escape sensory overload. When you make flexibility the standard, nobody has to out themselves just to get the tools they need. You eliminate the whispers about favoritism entirely.

This design shift must extend to how we share information and collaborate. Not everyone learns by listening to a manager speak at the front of a room. I once worked with a vice president who had a lead developer on her team. During a critical Zoom meeting to solve a complex issue, the developer kept her head down the entire time. She barely spoke. The vice president could have assumed she was disengaged and called her out. Instead, she waited. Near the end of the meeting, she asked the developer if she had anything to add.

The developer looked up and said she had been mapping out the conversation. She held up a hand drawn flowchart she created while listening. She had successfully identified the break in the process by visually mapping out the problem. That is the kind of capability we unlock when we stop forcing people to look and act like traditional employees.

How to Design for Capability Instead of Compliance

If you want to bring different minds into your company, switch to skills based assessments instead of traditional interviews. Give candidates the interview questions in advance. Allow them to process the information so you get their best answers, not just their fastest ones. Partner with candidates to discover their natural strengths rather than searching for their flaws.

The ground beneath us will always shift. We cannot control that. But we can absolutely control the environments we build on top of it. The future belongs to organizations that let go of forced conformity. When you shift from a deficit mindset to a gifts mindset, you clear the path for raw talent to thrive. You build a high performance culture where every mind can contribute. Get the octopus back in the water. Let your people do what they do best.

FAQ

Why do return-to-office policies affect neurodivergent employees differently?
Return-to-office policies can create added barriers for neurodivergent employees because many office environments include sensory overload, constant interruptions, bright lighting, noise, and social demands that make concentration and regulation more difficult. Remote or flexible work often gives people more control over their environment and working conditions.

What is inclusive workplace design?
Inclusive workplace design is the practice of creating work environments, policies, and communication systems that support different ways of thinking, processing, and working. This can include flexible schedules, quiet spaces, alternative ways to share information, and options that reduce unnecessary barriers to performance.

Why is forced conformity bad for business?
Forced conformity can lead to burnout, disengagement, lower productivity, and higher turnover. When companies prioritize looking like a “traditional employee” over actual capability, they risk losing highly skilled people who could otherwise make strong contributions.

References

https://diginomica.com/employers-are-convinced-they-provide-effective-support-neurodivergent-employees-lived-experiences

https://neurodiversityintheworkplace.guru

CLICK HERE to learn how to Maximize Success in YOUR workplace!. Bring Susan to your organization!

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The Big Shift in Learning

Have you ever taken a course and did everything you were told to do and yet still didn’t get it? It is not because you can’t learn.

Traditional instruction has relied on a “talk and test” model:
Say it. Assign it. Test it.

This approach works for some learners, but it fails many others.

When instruction is delivered in only one format, it does not measure true learning. It measures how well someone can comply with that specific teaching method.

Real learning happens when there are multiple ways to access and process information.

The first step toward becoming a more effective learner is understanding your learning strengths and information processing style.

Learning Styles vs. Reality: How People Actually Learn

Traditional Model:

• One path for everyone
• Measures compliance
• Leaves many learners behind

Effective Learning Model:

• Multiple access points
• Based on individual strengths
• Measures true understanding
• Reaches nearly all learners

Common Learning Styles and Strategies

These are not labels meant to box you in. They are tools to help you find your own way into a subject. You have permission to learn differently.

• Word Learners. These people like reading, writing, and storytelling. They remember what they hear or read.
  
  Strategy: If you learn this way, do not just stare at a page. Take control by writing a script or an article to explain the concept.

• Pattern and System Thinkers. They ask “how does this work” a lot. They need a problem to solve or a strategy to build. They notice problem solving through cause and effect.
  
  Strategy: Use logic to your advantage. If a lesson feels random, find the system or the code behind it.

• Movers and Doers. These people are hands on. They might fidget, tap, or shift while thinking. That is not a behavior problem. It is a clue. They show understanding through action.
  
  Strategy: You are allowed to move to focus. Build a model or act it out to make the lesson stick.

• Visual Thinkers. You explain it and they get nothing. You draw it and boom. They might doodle while you speak, but they are still with you. They are visualizing the concept.
  
  Strategy: Use diagrams, maps, and color. It is your way in.

• Sound and Rhythm Connectors. They pick up patterns in sound. They may hum, tap, or create beats while working. They use rhythm to store information.
  
  Strategy: Use audio or verbal repetition to master hard facts.

• Social Processors. They learn by talking and collaborating. If you make them sit silently, they do not learn as well.
  
  Strategy: You need interaction to think. Find a partner and talk the idea out to prove you get it.

• Independent Processors. They are reflecting on learning before they speak. They need quiet time to make deep sense of things.
  
  Strategy: Your need for quiet is a strength. Take the time you need to process before you respond.

• Real-World Thinkers. They ask “When am I ever going to use this?” It is a fair question. They like sorting and notice details others miss.
  
  Strategy: Connect the lesson to your environment. If the work is practical, you will master it faster.

• Big Picture Thinkers. They want meaning and purpose. They ask deep “why” questions. If they do not see a point, they are done.
  
  The So What: Always look for the purpose first. Once you see the “why,” your focus will follow.

How to Identify Your Learning Strengths

Once you know how you learn, you can choose better ways to work. That is how you build independence. Use this checklist to find your top two or three strengths.

Questions to Ask Yourself

• [  ] Do I understand an idea faster when someone draws a map or diagram? (Visual)
  
• [  ] Do I find myself fidgeting or tapping when I am trying to focus? (Mover)
  
• [  ] Would I rather talk an idea through with a friend than write it down? (Social)
  
• [  ] Do I frequently ask why we are learning a specific topic or what it matters? (Big Picture)
  
• [  ] Do I need a few minutes of silence before I feel ready to answer a question? (Independent)
  
• [  ] Do I like to take things apart or build models to see how they work? (Pattern/Mover)
  
• [  ] Do I notice details in the environment that others seem to miss? (Real-World)

Learning Strategies That Match Your Strengths

Effective learning happens when your strategy matches your processing style.

To process information:

• Visual → diagrams and mapping
• Auditory → repetition and discussion
• Logical → cause-and-effect analysis
• Practical → sorting and real-world application

To demonstrate learning:

• Verbal → writing or explaining
• Kinesthetic → building or demonstrating
• Independent → journaling
• Logical → designing systems or timelines

To stay engaged:

• Social → collaboration
• Big Picture → connect to purpose
• Kinesthetic → movement
• Independent → solo work before sharing

Final Thought: Start Small and Build Momentum

You do not need to change everything at once.

Start with one adjustment. One new strategy. One new way to access information.

When learning aligns with how your brain processes information, your confidence increases and your results improve.

Once you experience that shift, you will not go back.

Frequently Asked Questions About Learning Styles

What are learning strengths or learning styles?
Learning strengths refer to the ways individuals most effectively process and understand information, such as visual, auditory, kinesthetic, or verbal learning styles.

How can I identify how I learn best?
You can identify your learning style by noticing how you naturally process information – whether through visuals, discussion, movement, reflection, or real-world application.

Do learning styles actually improve learning outcomes?
Yes. When learning strategies align with how a person processes information, comprehension improves, retention increases, and engagement becomes more consistent.

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Much of my work is helping professionals see that they’re not “bad at learning”; they’re simply trying to learn in a way that doesn’t work for their brains. While my work naturally helps many neurodivergent people, it applies to neurotypical people with different learning styles.

Much of my work helps professionals recognize that they do not need to fight the way their brains work. Instead, they need to learn in ways that support their attention, processing, and memory. While this approach often helps neurodivergent learners, it is just as valuable for neurotypical people with different learning preferences and needs.

When I joined Michael Sherlock on her podcast, we discussed useful tools and strategies that help people learn more effectively. Here are five brain-based learning strategies that can help you learn faster and retain more of what you learn.

Optimize Your Environment for Focus

Your brain cannot process and retain information as effectively when it is constantly distracted. That is why your learning environment matters.

Start by reducing as many distractions as possible. For me, that means using noise-canceling headphones when I need to focus. Outside noise pulls my attention away from the task, so I work and learn more effectively when I limit what competes for my attention.

It also helps to pay attention to what you are hearing while you work. Some people focus well with music, while others do not. I learned through trial and error that music with lyrics does not work for me. Over time, I found sounds that help me focus instead of pulling me away from the task.

Visual distractions matter too. A cluttered workspace can interrupt concentration just as much as background noise. Move things out of view, simplify your setup, and create a space that supports sustained focus.

If you work from home, experiment with different supports and notice what actually helps. The same strategy will not work for everyone. The key is to stop comparing your focus needs to someone else’s and start identifying what allows you to do your best work.

Pause to Process What You Learn

One of the most effective ways to improve retention is to pause at regular intervals and let your brain process what you just learned.

These pauses do not have to be long. Even a short break can help reduce overload and give your brain time to organize new information. When I am learning something new, I often stop to take notes or capture a screen image for reference. My husband likes to take a short walk while he processes what he has learned. The method can vary, but the principle is the same: pause, reflect, and give your brain time to connect the dots.

When you return to learning after a short pause, your brain is often better able to connect new information to what you already know. Instead of overwhelming yourself with too much content at once, you create space for understanding.

Some people also process information better while doing something with their hands. I have worked with people who knit during training sessions, and I have folded laundry while listening to a webinar. If that helps you stay engaged, use it. Just make sure you stop at intervals to take notes, summarize key points, or record a quick voice memo so the learning sticks.

Preview the Framework Before You Begin

If you want to learn faster, give your brain a framework before diving into the details.

Reviewing the course outline, the main topics, or even a short summary in advance gives your brain a structure for what is coming. That structure helps you sort and categorize information as you learn it. Your brain processes information more effectively when it has context.

If a course or presentation does not provide a framework, take a minute or two to find a basic overview of the topic before you begin. A quick article, summary, or short explanation can prepare your brain to make better sense of the information in real time.

This does not take long, but it can make a significant difference in how well you understand and retain new material.

Teach What You Learn

One of the fastest ways to strengthen learning is to teach the material to someone else.

When you explain what you have learned, you are forced to organize it, simplify it, and retrieve it from memory. That process deepens understanding and helps you remember it better.

You do not need a formal audience. Teach a colleague, a friend, your child, or even your dog if you want to. The goal is not to impress anyone. The goal is to practice explaining the concept in your own words.

This strategy is especially effective for people who process information by talking it through. If teaching helps you learn, be honest about that. It may even become an asset at work. For example, if a colleague misses a training session, volunteering to share what you learned can reinforce your own understanding while helping someone else.

Learn How You Learn Best

The most important learning strategy is to become a student of your own learning process.

For years, many people were taught that there was only one right way to learn. We now know that is not true. People learn differently, and those differences matter.

Start paying attention to what helps you focus, what helps you retain information, and what makes learning harder. Watch videos, listen to podcasts, read articles, take courses, and notice which methods help the information stick. When something feels difficult, ask yourself why. Is the pace too fast? Is there too much information at once? Is the format not working for your brain?

Once you begin to understand how you learn best, you can make smarter choices about how to study, train, work, and grow. That self-awareness is one of the most powerful learning tools you can develop.

FAQ

What are brain-based learning strategies?
Brain-based learning strategies are techniques that work with how attention, memory, and processing function. Examples include reducing distractions, taking short pauses to process information, previewing a framework before learning, and teaching others what you have learned.

Do short breaks really help you learn faster?
Yes. Short pauses can improve learning because they reduce overload and give your brain time to organize and retain new information. Even a brief pause to reflect, take notes, or review key ideas can support better retention.

Why does teaching someone else help you remember information?
Teaching helps you remember because it forces you to retrieve information, organize your thoughts, and explain ideas clearly in your own words. That process strengthens understanding and makes learning more likely to stick.

Neurodiversity Definition

Neurodiversity: This term refers to the natural diversity of human minds. It includes people who are neurotypical and neurodivergent. When I talk about neurodiversity, I am referring to the broad range of ways people think, process information, communicate, and learn.

Neurodiverse: This word should be used as an adjective to describe a group, team, or workplace. For example, you can say that a workplace is neurodiverse.

Be careful, though. You should not describe one person as neurodiverse. An individual should be described as neurodivergent.

Neurodivergent: This word describes an individual whose way of thinking, processing, or learning differs from what is considered neurotypical. You may also see it abbreviated as ND.

A neurodivergent person may have a diagnosis such as ADHD, dyslexia, autism, epilepsy, or a brain injury, or they may simply process the world in a way that differs from dominant expectations.

Image credit andrewgenn / Dollar Photo Club Standard License.

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Why Neurodiversity in the Workplace Matters

Many leaders say they value diversity, but they often overlook one of the most important forms of difference on a team – neurodiversity. When organizations build workplaces that welcome different ways of thinking, processing information, communicating, and solving problems, they gain more than inclusion. They gain creativity, innovation, and stronger problem-solving across the board.

The challenge is that many traditional hiring and workplace practices were designed around neurotypical norms. If you want neurodivergent employees to thrive, you need to rethink both how you hire and how you support people once they join the team.

I recently spoke with Gregg Gregory on his podcast The Teamwork Advantage about the importance of neurodiverse teams and how to nurture them.

So, what can businesses and managers do to hire more neurodivergent people and create a workplace that allows them to thrive?

How Hiring Practices Can Exclude Neurodivergent Talent

Many traditional hiring practices do not accommodate people with neurodivergence, or only accommodate those who have learned to mask their neurodivergence. Masking is the ability to act like a neurotypical person in social settings. This behavior is often learned while young to fit in with peers.

Traditional hiring practices are tailored to people with neurotypical brains. They require a good grasp of social norms to succeed. In-person interviews, for example, require a lot of eye contact and positive body language. It also requires the interviewee to read between the lines and address the subtext of a question along with the actual question. These practices would rule out some candidates with Attention Deficit Disorder with Hyperactivity (ADHD) or autism, regardless of how capable they are for the actual role.

The practice of asking for a resume or cover letter may also eliminate neurodivergent people. It is an obvious barrier for people with dyslexia, but other neurodivergent groups may also struggle to know what to write. Unless they get professional help to write these documents, they may not even make it through the process to get an interview.

Currently, more companies in sectors like technology and finance are recognizing that neurodivergent employees bring valuable strengths to the workplace, including pattern recognition, innovation, focus, persistence, and unconventional problem-solving.

Companies that are looking to hire neurodivergent employees haven’t dropped traditional hiring practices, but they have added processes that allow them to better assess the suitability of candidates. In many cases, they ask candidates to complete mini-projects or solve problems to see their abilities. This is a win-win situation for companies because they are hiring people who can do the job, not just people who fit the neurotypical mold.

How to Build a Neuroinclusive Workplace Culture

Hiring a neurodiverse team is only part of the process. Companies also need to create an atmosphere where neurodivergent people feel safe and comfortable. Without this, your neurodivergent team members will not thrive, or worse, they may face hostility from colleagues or managers.

I like to look at the pandemic as an example of what happens when companies accommodate the needs of their employees. Before the pandemic, corporate culture was adamant that employees needed to be in the office to achieve peak productivity and collaboration. It was thought that allowing employees to work from home would cost too much in terms of productivity, system management, and company culture.

But when the world was forced to work from home, we discovered that wasn’t the case. Companies that loosened the reins and were open to different ways of working thrived during the pandemic. So, for companies who wonder how best to support neurodivergent workers, the answer is, the same way you supported workers during the pandemic. Let your team tell you how they work best, be open to trying different things.

It is not just people with autism, ADHD, or sensory processing disorders who will benefit. Taking a flexible approach to the workplace will benefit all your employees. It will help people with different learning preferences, different social capacities, and even those experiencing stress to have a better workplace experience. Discussions around working styles and needs will help your team become more sensitive to each other’s needs.

A great example of this is Ultranauts Inc., a software testing company that employs many autistic people. All new hires are given a BioDex, A user manual for every teammate, that introduces them to their new team members. Included in the BioDex is data about preferred working styles and communication methods to ensure a harmonious work environment. 

This kind of initiative not only helps neurodivergent team members, but neurotypical team members also benefit from people communicating with them in their preferred manner.

An employee user’s manual is a great step in promoting the cultural change that is necessary to successfully create a neurodiverse team. It provides opportunities for people to consider their work preferences and understand that others may have different inclinations. So, when someone with a sensory disorder needs to wear earbuds or headphones at work to concentrate, it is less likely to cause offense to other team members. It also opens the door for neurotypical employees to be able to use noise-canceling headphones when they need to concentrate; open-plan offices aren’t conducive to deep focus.

Simple Workplace Accommodations That Help Everyone

Being open to creating a workplace that is conducive to the needs of neurodivergent employees means understanding that people work best in different ways. While it’s important to have conversations about how to make workplaces more inclusive to neurodivergent people, these conversations are futile when C-Suite executives promote a “one size fits all” approach to workplaces. Even neurotypical people don’t all work in the same way. Extroverts may thrive in open-plan offices, while introverts would prefer more privacy. Visual learners may struggle in verbal brainstorming meetings, while auditory learners may thrive.

By empowering employees to discuss their individual needs, businesses can create a workplace where workers can reach their full potential. Think about it; an introvert is never going to be able to do their best work in an open-plan office when people keep stopping by their desk to “pick their brain.” But if they had the ability to tailor their work environment to their needs, they could improve their output. It doesn’t require renovations or expensive tools. An introverted employee could discuss working from home when they need to or wearing headphones in the office when they need more focus. They could discuss their communication preferences with colleagues and ask them to email instead of stopping by.

Yes, these culture shifts make the workplace accessible to neurodivergent people, but they also result in an overall happier, more productive workforce. Cultivating a neurodiverse team should not be viewed as disruptive or too much work; it is a win for everyone involved.

FAQ

What is neurodiversity in the workplace?

Neurodiversity in the workplace refers to the presence of employees who think, learn, process information, and communicate in different ways. A neurodiverse workforce includes both neurotypical and neurodivergent individuals. When organizations recognize and support those differences, they create stronger, more innovative teams.

What does it mean to build a neuroinclusive workplace?

A neuroinclusive workplace is a work environment designed to support different thinking styles, communication preferences, sensory needs, and problem-solving approaches. This can include flexible communication methods, alternative hiring practices, sensory-friendly options, and clear expectations that help all employees do their best work.

How can hiring practices be more inclusive for neurodivergent candidates?

Hiring practices become more inclusive when we reduce unnecessary reliance on resumes, cover letters, eye contact, social performance, and vague interview questions. Employers can use work samples, problem-solving tasks, job previews, and clearer communication to assess whether a candidate can do the job rather than whether they fit a narrow social mold.

What workplace accommodations help neurodivergent employees thrive?

Helpful accommodations may include flexible work location, quiet spaces, headphones, written follow-up after meetings, clear deadlines, predictable routines, visual supports, and communication preferences that reduce ambiguity. Many of these supports help all employees, not only neurodivergent team members.

Why does neurodiversity benefit workplace teams?

Neurodiversity benefits teams because people who think differently often bring unique strengths in creativity, pattern recognition, problem-solving, innovation, attention to detail, and systems thinking. A team that includes different cognitive styles is often better equipped to identify inefficiencies and generate fresh solutions.

Neurodiversity, Neurodivergent, and Neurodiverse: What the Terms Mean

Neurodiversity: this term refers to a general diversity of minds. It includes people who are neurotypical and neurodivergent. When I talk about promoting neurodiversity in the workplace, for example, I am referring to creating a diverse workforce representative of the broad spectrum that exists when it comes to ways of thinking, processing information, communication, and learning. Some employees may be “normal” or neurotypical while others may have ADHD, Dyslexia, Autism, or trauma impacted ways of thinking. I am not referring to any particular label or diagnosis, but rather, the concept of an environment where a diversity of minds coexist.

Neurodiverse: This word is pretty much the same as neurodiversity, but should be used as an adjective. You can say, for example, that your workplace is neurodiverse.

Be careful though, because you should never describe a person as being neurodiverse. Individual people should be described as neurodivergent.

Neurodivergent: This word describes an individual whose way of thinking falls outside of society’s defined version of normal, or neurotypical. Oftentimes you will see it abbreviated as ND.

Many times, neurodivergent people will have a diagnosis or label you may recognize, like autism, dyslexia, or ADHD. But neurodivergent people are also those with epilepsy, different kinds of brain trauma, or simply a unique way of thinking that may not have a specific diagnosis.

FREE DOWNLOAD: Neurodiversity in the Workplace: Things to Consider Before You Jump On the Bandwagon

Neurodiverse hiring practices can benefit any company in any industry and in more areas than most people realize. The investment has yielded greater patenting, innovation, process improvement, efficiency, and creativity not only in technology industries but also in industries that include investment banking, insurance, and mortgage banking.

This resource explains the term “neurodiversity” and describes the potential positive impact on your business that can come from including neurodivergent individuals in your workplace.

The post How to Build Neurodiverse Workplace Teams That Thrive appeared first on Susan Fitzell.

Stimming is short for self-stimulatory behavior. It includes repetitive movements or repeated use of objects, and it shows up in autistic people, people with ADHD, people with sensory processing differences, and plenty of neurotypical people, too.

Nail biting, leg bouncing, pen clicking, hair twirling, and chewing on a pencil all fit the same basic pattern. The difference is that neurodivergent stims can be more visible, more frequent, and sometimes unsafe, which is why they attract attention in classrooms, clinics, and workplaces.

The reframe matters: many stims are a form of self-regulation, not defiance. For some people, a stim adds input when the brain is under-stimulated. For others, it helps dampen or organize input when the environment is too loud, bright, busy, or unpredictable. Stimming can help regulate stress, anxiety, boredom, fear, emotional overload, sensory overload, and sometimes it is simply how a person expresses excitement and joy.

That is the practical “why” behind sensory rooms. A sensory room is a dedicated space that lets someone meet a sensory need safely, with less social judgment, and with fewer harmful coping behaviors. Instead of forcing a child or adult to spend their energy masking, a sensory room provides a controlled environment where regulation can happen faster and with less fallout.

Suppressing Stimming?

What went wrong for years is the same thing that happens with nail biting. People see the behavior and try to stop it without addressing the reason it started. When you suppress harmless stims because they look unusual to others, you remove a coping tool and increase stress. If a stim is harmful (skin picking, head banging, hair pulling), the answer still is not “ban it and move on.” The answer is “reduce risk while you solve the underlying need,” which often includes safer substitutes, environmental changes, and predictable ways to take breaks.

Sensory Rooms Accommodate Stimming in a Healthy Way

Sensory rooms support that approach. They can be simple or elaborate, but the best ones do the same core job: they give a person more control over sensory input and a place to reset before stress escalates. That can include tools for tactile input (fidgets, textured items), proprioceptive input (weighted lap pads or blankets), visual control (dimmers, lamps, reduced glare), and sound control (soundproofing, white noise, permission to use noise-canceling headphones).

This also is not “just a kid thing.” Children who stim grow into adults who still have sensory needs. In fact, sensory stress can compound at work because many neurodivergent adults are actively trying to look “fine” all day. When someone is spending effort to mask, it reduces bandwidth for focus, communication, and stamina. A sensory space is one concrete way to reduce that load, and it often helps neurotypical employees too. Quiet and control are not niche benefits; they are human benefits.

A workplace example makes the point. An employee in a bright, open office manages most days, but a personal stressor pushes their nervous system over the edge. They cannot think clearly, their breathing feels tight, their heart rate climbs, and concentration drops. A short reset in a private, darker room, with fewer inputs and a chance to use a calming body position, helps them regulate in about ten minutes and return to work. The lesson is not that the employee is “fragile.” The lesson is that capacity changes with cumulative stress, and having a predictable reset option prevents a small overload from becoming a full derailment.

If you are setting up a sensory room, design it around control and choice. Privacy matters. Lighting options matter. Sound options matter. Seating options matter. Include a few “input” tools (fidgets, textured items, chewable options) and a few “calm” tools (weighted items, soft blankets, a neutral couch, a yoga mat). Add a clear usage policy that keeps access fair and keeps the space respected, and pair it with culture cues that make it safe to use. A room no one feels permitted to use is a room that will not help.

Finally, use accurate language. Neurodiversity refers to the natural diversity of minds across humans. Neurodivergent describes an individual whose cognitive style diverges from dominant norms. Neurotypical describes the majority cognitive style. “Neurodiverse” is best used as an adjective for a group or environment, not for an individual person. Susan_Fitzell_Style_Guide_v1.0

FAQ

What is stimming, and who does it?

Stimming is self-stimulatory behavior, usually repetitive movements or repeated interaction with objects. Autistic people and people with ADHD or sensory processing differences may stim more visibly or more often, but many neurotypical people stim too (nail biting, leg bouncing, pen clicking, hair twirling).

Why do neurodivergent people stim?

Stimming is often a regulation strategy. It can reduce sensory overload, organize attention, manage stress or anxiety, prevent emotional overwhelm, or provide needed stimulation when the brain is under-stimulated. Sometimes it also expresses joy or excitement.

Should schools or workplaces stop stimming?

Stopping harmless stimming without addressing the underlying need usually increases stress and can worsen regulation. If a stim is unsafe or damaging, the goal is to reduce harm while meeting the sensory need in a safer way, not simply banning the behavior.

What is a sensory room, and what problem does it solve?

A sensory room is a dedicated space designed to support sensory regulation. It gives a person a controlled environment to reset, meet sensory needs safely, and return to learning or work with less escalation, less masking, and fewer harmful coping behaviors.

What should a simple sensory room include?

Start with privacy and environmental control: adjustable lighting, reduced noise or white-noise options, and comfortable seating or space to lie down. Add a small set of regulation tools like weighted lap pads or blankets, soft blankets, a yoga mat, a few fidgets or textured items, and clear guidelines for respectful use.

FREE DOWNLOAD: Neurodiversity in the Workplace: Things to Consider Before You Jump On the Bandwagon

Neurodiverse hiring practices can benefit any company in any industry and in more areas than most people realize. The investment has yielded greater patenting, innovation, process improvement, efficiency, and creativity not only in technology industries but also in industries that include investment banking, insurance, and mortgage banking.

This resource explains the term “neurodiversity” and describes the potential positive impact on your business that can come from including neurodivergent individuals in your workplace.

The post Sensory Rooms and Stimming: Practical Supports for Autism, ADHD, and Sensory Processing Needs appeared first on Susan Fitzell.

Are your teams struggling with communication roadblocks or rigid processes that stifle brilliant, unconventional solutions? Many organizations unintentionally create a “hidden productivity gap” when they prioritize conformity over individual cognitive needs. By making strategic, small shifts in your environment and leadership approach, you can create a truly brain-friendly workplace that unlocks higher employee performance across all thinking styles.

What and Why: Brain-Friendly Leadership

Cognitive diversity recognizes the natural variation in human brains regarding processing information, communication, and learning. This variation includes both neurotypical (NT) and neurodivergent (ND) individuals – those with diagnoses like ADHD, dyslexia, or autism.

Brain-friendly leadership involves implementing Inclusive Dynamic Workplace Design (IDWD), a holistic framework that adapts policies, physical spaces, and communication strategies to support diverse cognitive needs. Rather than viewing differences through a deficit model, this approach applies a gifts-mindset that focuses on leveraging unique strengths and aptitudes.

As an internationally recognized Certified Speaking Professional (CSP) and a neurodivergent adult with dyslexia, ADHD, and autism, I bring four decades of experience helping leaders bridge the gap between varied learning needs and professional success. Focusing on how people actually think and learn is crucial, especially since neurodivergent employees are estimated to comprise between 17% and 33% of the American adult workforce (High Lantern Group, 2024).

Benefits of Adopting Brain-Friendly Strategies

By prioritizing cognitive diversity and removing barriers, businesses gain a strategic advantage.

• Higher levels of quality, efficiency, and overall productivity
• Increased patenting and radical innovation (SAP data confirmed this outcome)More original solutions to complex problems
• Improved process improvement and time savings
• Enhanced employee loyalty and reduced turnover

How to Do It: Practical Productivity Strategies

Successfully maximizing employee performance requires intentional adjustments to the pillars of daily work: communication, workflow, and meetings.

Optimize Communication for Clarity

A neuroinclusive culture hinges on clear, direct communication that respects varied processing speeds and styles. Managers must be aware that auditory information retention is often low; typically only 10% of people retain all auditory information presented while many miss key details entirely.

• Use Visual Reinforcement: Always couple verbal instructions and presentations with visuals, flowcharts, or posters to aid recall and comprehension, particularly for visual learners or those with central auditory processing disorder (APD). Visual content retention can be as high as 65%, compared to 10% for auditory content alone.
• Practice Active Listening: Invest in training to improve active listening skills, which are fundamental to hearing and addressing team members’ concerns, especially when communication styles differ.
• Assume Best Intent: When a colleague is blunt, asks many questions, or struggles with eye contact, interpret their actions positively. Asking many questions, for instance, often means the individual needs to understand completely, not that they are criticizing or judging.
• Establish Group Norms: Define explicit expectations for meeting behavior and communication protocols early on. This reduces anxiety and ensures everyone feels safe and respected.

Streamline Workflow with Flexibility

Restricting potential, such as forcing a high-performing engineer into mundane administrative tasks they struggle with, limits business success,. Effective productivity strategies focus on placing employees where their differences can shine.

• Prioritize Core Aptitude: Redesign roles and workflows to focus employees on what they are most talented at, ensuring they laser-focus their efforts on maximizing their aptitude. For example, a dyslexic employee with excellent spatial awareness might thrive in loss control or risk management, even if they struggle with text-heavy tasks.
• Offer Universal Accommodations: Proactively provide essential tools to everyone without requiring formal disclosure. Examples include noise-canceling headphones, balance balls, adjustable lighting, or quiet rooms (chill spaces). This makes accommodations the norm and helps reduce perceptions of favoritism.
• Provide Flexible Work Options: Recognize that for some, bright lights, noise, and constant interaction are counterproductive. Remote or hybrid work options allow employees to customize their environment for optimal focus and productivity.

Design Inclusive Meetings and Workplace Learning

Traditional instructional methods, such as long verbal lectures or computerized tests, disadvantage many divergent thinkers and undermine workplace learning ROI.

• Pre-Share Information: Send meeting materials or agendas in advance. This eases anxiety and allows employees to process topics ahead of time, enabling richer contributions from all present.
• Integrate Brain Breaks: For meetings or training longer than an hour, build in short breaks (e.g., 5-15 minutes every 60-90 minutes),. These productivity strategies prevent cognitive fatigue and help everyone maintain focus and retention.
• Vary Presentation and Assessment Formats: Avoid relying solely on lecture-style delivery. Incorporate blended learning, microlearning, or hands-on activities to engage different learners. Offer alternatives to traditional written exams, such as presentations, simulations, or one-on-one discussions, to assess understanding accurately.
• Use Reinforcement Techniques: Utilize interactive activities like “Think/Pair/Share” or encourage mind mapping. These collaborative techniques reinforce learning and allow employees to process information without being put on the spot.

Examples & Templates

Anecdote: Prioritizing Skill over Social Performance

When I was interviewing a writer via Zoom, I noticed she had a flat affect and almost no animation. Traditional hiring practices, which value conversational performance and conformity, might have led me to dismiss her. However, because I was hiring for writing skills, not presentation skills, I focused on her aptitude. She later disclosed she was autistic and wrote much better than she spoke, confirming that judging her on interview skills instead of core capability would have resulted in missing out on valuable talent. This outcome demonstrates the value of brain-friendly leadership that prioritizes actual job performance.

Template: The Biodex Check-in

The Biodex check-in acts as a universal “user manual” for team members, normalizing the sharing of communication and work preferences to promote cohesive collaboration.

Quick Check-In Template for Teams (Daily or Weekly)

• Preferred Communication Channel Today: (e.g., email, urgent calls only, instant message).
• Expected Response Time: (e.g., immediate, within 2 hours, delayed due to focused work).
• Top Focus Task: (What requires uninterrupted time today).
• Potential Triggers or Distractions: (e.g., sensory needs, need quiet space, high-energy day).
• Preferred Feedback Style (for new task): (e.g., written steps, visual checklist, verbal debrief).

Measure & Iterate: Tracking Cognitive Diversity Success

Tracking the success of productivity strategies involves looking beyond basic output metrics to assess how well your organization supports diverse thinkers.

• Monitor Accommodation Utilization: Track the rate at which universal accommodations (e.g., use of chill spaces, flexible scheduling) are accessed by all employees, not just those who disclose a diagnosis. High utilization proves these resources enhance employee performance.
• Review Performance Focus: Ensure performance reviews operate under a gifts-mindset by prioritizing leveraging individual strengths and unique talents, rather than focusing solely on perceived deficits or conformity to communication norms.
• Assess Psychological Safety: Use anonymous pulse surveys to gauge employee comfort in speaking up, asking questions, or suggesting unconventional ideas. A culture of trust means employees share divergent ideas rather than shutting down after being criticized.
• Analyze Talent Flow: Track the efficacy of skill-based hiring assessments versus traditional interviews in identifying high-aptitude individuals, confirming that practices mitigate bias and attract a wider range of cognitive diversity.

Frequently Asked Questions

Q: Why do we need “brain-friendly leadership” if employees are already performing?

A: The concept moves beyond just adequate performance to achieving maximum potential and innovation. Many neurodivergent employees are masking their challenges, which is exhausting and reduces their capacity for creative output. Brain-friendly practices release this hidden capacity, driving radical innovation, process improvement, and higher team efficiency (Ernst & Young and SAP studies show this competitive advantage).

Q: Does accommodating one employee’s needs create an unfair advantage or favoritism?

A: No, providing reasonable accommodations is equity, not favoritism. Brain-friendly leadership ensures that accommodations are available universally wherever possible (e.g., noise-canceling headphones for anyone who needs to focus). This approach benefits all employees by enhancing concentration and efficiency, normalizing support, and moving away from a punitive mindset.

Q: How can managers encourage divergent thinking without disrupting team cohesion?

A: Managers must actively foster a culture of psychological safety where unconventional ideas are welcomed, not shot down. Using structured communication techniques, such as the Biodex check-in or utilizing visuals during problem-solving sessions (mind mapping), helps manage potential friction while ensuring all team members feel respected and heard, maximizing collective cognitive diversity.

Q: What is the most important “small shift” for better workplace learning?

A: The most impactful shift is recognizing that employees learn differently and deliberately using visuals to reinforce auditory information. Presenting content in multiple formats (written, visual, or recorded) maximizes information retention for everyone, especially supporting those with dyslexia or auditory processing challenges.

Conclusion: Investing in How We Think

Neurodiversity is not a challenge to be managed; it is a vital form of cognitive diversity that serves as a powerful accelerator for innovation and productivity. By intentionally adopting brain-friendly leadership practices and focusing on individual strengths, you move your organization beyond standardized performance toward a future where every employee’s unique potential is maximized. This is how you close the hidden productivity gap and ensure lasting competitive success.

Take the first step toward enhancing your employee performance: Immediately implement active listening training for all team leaders to foster a culture of understanding and collaboration.

FREE DOWNLOAD: Neurodiversity in the Workplace: Things to Consider Before You Jump On the Bandwagon

Neurodiverse hiring practices can benefit any company in any industry and in more areas than most people realize. The investment has yielded greater patenting, innovation, process improvement, efficiency, and creativity not only in technology industries but also in industries that include investment banking, insurance, and mortgage banking.

This resource explains the term “neurodiversity” and describes the potential positive impact on your business that can come from including neurodivergent individuals in your workplace.

The post Unlocking the Hidden Productivity Gap: How “Brain-Friendly Workplaces” Boost Performance appeared first on Susan Fitzell.

Consider This Perspective on Neurodiversity

When my son Ian was three, he was doing puzzles designed for eight-year-olds. He was that kid who took apart old appliances just to see how they worked. His mind was curious, wired for exploration and innovation. But in school? He was behind in reading. Teachers misread his difficulty as distraction. One teacher even told him he “wasn’t honors-level material.”

Today, Ian is an award-winning mechanical engineer working on cutting-edge hydrogen fuel technology. He’s been recruited by top automotive firms to push the boundaries of sustainable design.

Here’s what I need you to know: Ian didn’t succeed because the system finally saw his strengths. He succeeded because he had support, advocacy, and someone—me—who knew how to fight for him.

Not every neurodivergent child or adult has that. And that’s the quiet danger in how we talk about neurodiversity.

As someone who’s lived with dyslexia, ADHD, and central auditory processing disorder—and spent decades helping organizations build more inclusive cultures—I am a fierce believer in a gifts-mindset. I’ve seen firsthand how focusing on strengths can change lives. But we have to be careful not to romanticize success stories like Ian’s as the norm. Because without systemic change, they won’t be.

Strengths don’t erase struggle. And no one should have to outperform their barriers to be seen as worthy

When companies focus solely on “high-performing neurodivergent talent,” they risk reinforcing the very structures that keep so many brilliant minds from ever being recognized. I’ve worked with individuals who are creative problem-solvers, deep thinkers, and innovative leaders—but they’re exhausted, overlooked, or forced to mask in environments that don’t value their needs.

That’s why I developed the Inclusive Dynamic Workplace Design™ framework. It’s not about perks or productivity hacks. It’s about rethinking how we structure work to support all brains—not just the ones that can push through discomfort to deliver results.

Because even the most gifted seed won’t grow in toxic ground.

If we truly want to harness the power of neurodiversity, we must do more than celebrate potential—we must create spaces where potential can breathe.

 

 

You might also like:

How to Design an Inclusive Dynamic Workplace Environment that Helps Neurodivergent Employees Succeed

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The post 🌱 Gifts Can’t Thrive in Broken Soil: Why Strengths Alone Aren’t Enough appeared first on Susan Fitzell.

My Journey with Dyslexia

Reading has always been a challenge for me. I can read, but I’m a very slow reader. When my son’s eye doctor diagnosed him with dyslexia*, I decided to get an eye exam for myself and his sister, too. During my exam, the doctor said, “Well, the apple doesn’t fall far from the tree. You are also dyslexic!” This was my first diagnosis under the neurodivergence umbrella.

Struggling with Edits

Fast-forward a few years. I was working on my book, “RTI for Secondary Teachers,” and received the copy edits from my editor at Corwin. The recommended changes were in Times New Roman, 12-point font. I was in a hotel all week, presenting daily and editing from my room. At home, I have a big-screen monitor and a standing workstation, and I rarely sit at the computer.

I was afraid to change the font to sans serif because I thought it might mess up the formatting. So, I spent over three hours trying to edit the first chapter. The serifs seemed to float together on the page. I would read and re-read, but I just couldn’t focus.

A Simple Solution

Finally, I called my business manager, who has seen me present hundreds of times. He asked, “Can’t you set up a standing station to work and change the font?” I looked around the room and realized that putting my carry-on luggage on the desk would be just the right height for me to work while standing. Then, hoping not to ruin the formatting, I changed the font to Century Gothic and increased the size to 14 points.

I couldn’t believe the difference! For years, I had been telling teachers to do this, but had never actually compared the difference myself. I rarely work in Times New Roman. With the new font, I was able to focus for hours. The font no longer ran together, and I got the job done in the evenings after working all day. When I finished the chapter, I changed the font back to Times New Roman. My editor never complained, and I completed a project that had seemed almost impossible at the start.

Easy-to-Read Guidelines

The International Association of Library Associations and Institutions guidelines for easy-to-read materials highlight the importance of making reading materials accessible to everyone. In most developed countries, 25 percent of adults do not reach the expected reading skill and fluency level after nine years of formal education.

“Easy-to-read” materials can include materials that have been visually reformatted, revised for easier content, or both. Readers with dyslexia and other reading difficulties can greatly benefit from simple changes to font type and size. Dyslexia affects 5-10 percent of the population and makes it hard to decode and spell words, even though understanding is not an issue.

Recommended Fonts and Sizes

Converting reading materials to a sans-serif font and increasing the size can make a big difference for those who struggle with reading. Recommended fonts for dyslexic readers include Arial, Comic Sans, Verdana, Tahoma, Century Gothic, Trebuchet, Calibri (now the default font in Microsoft), and Open Sans. Font size should be 12-14 points or the equivalent. There is also a font created specifically for dyslexics: The Dyslexie Font.

Additional Tips for Better Readability

Other changes, such as printing assignments on matte paper (without glare) and using a solid background, can make a big difference for students with dyslexia and other reading issues. Making materials clear and readable can also benefit students with attention disorders like ADHD and students with autism. A student with ADHD might abandon their reading assignment if it’s too difficult, but if it’s formatted for easy reading, there’s one less distraction.

Simple Changes, Big Impact

Anyone can make these small changes with just a few clicks. I’ve seen for myself what a difference a simple font change can make, and I believe it can help struggling or slow or dyslexic readers.

*Person-first language is used in this article because that is the expected professional language in K-12 schools.

The post Making Reading Easier: Dyslexia and Neurodiversity Solutions appeared first on Susan Fitzell.

We know, from surveys and studies over the past decade, that people who are neurodivergent – those on the autism spectrum, or who are diagnosed with ADHD, dyslexia, dyspraxia, etc. – have far more trouble finding employment. Globally, it’s estimated that as many as 40 percent of neurodiverse individuals are unemployed.

A White House report on bio-workforce development noted that, “Young adults on the autism spectrum have the lowest rate of employment compared to their peers with other disability types,” And yet, “In many cases, employers have found that, with relatively small changes, many individuals who are neurodivergent are able to fully participate in the workforce.”  

The biotech sector has been more welcoming to neurodiversity than other industries. While the drive to include neurodivergent individuals in the workforce is building momentum, biotech companies have had little guidance on how to train, mentor, manage and promote neurodivergent employees.

How do biotech companies create inclusive and supportive administrative and lab environments for neurodivergent employees?

Incorporating a few key strategies can make all the difference. This includes training for staff on neurodiversity, designing flexible work arrangements, making accommodations for sensory sensitivities, and keeping open communication channels to ensure neurodivergent individuals can fully contribute to biotech research.

What is Neurodiversity in Biotech?

Neurodiversity refers to the broad spectrum of human cognitive ability, a recognition that no two people are the same. Neurodivergence recognizes people whose cognitive ability is outside the “norm” or “neurotypical” definition. Common neurodivergent conditions include autism, Attention Deficit Disorder with Hyperactivity (ADHD), dyslexia, Obsessive Compulsive Disorder (OCD), and dyspraxia.

These conditions tend to be labeled as disabilities, but the term “disability” detracts from the abilities that people have and the ways that they can contribute to the workplace.

• Neurodiversity: this term refers to a general diversity of minds. It includes people who are neurotypical and neurodivergent. Some employees may be “normal” or neurotypical while others may have ADHD, dyslexia, autism, or trauma-impacted ways of thinking. Rather than being a particular label or diagnosis, it is the concept of an environment where diverse minds coexist.
• Neurodiverse: The same as neurodiversity, but should be used as an adjective. You can say, for example, that your workplace is neurodiverse. Never describe a person as being neurodiverse. Individual people should be described as neurodivergent.
• Neurodivergent: An individual whose way of thinking falls outside of society’s defined version of normal. Often, you will see it abbreviated as ND.

Neurodivergent people may have a diagnosis or label you may recognize, like autism, dyslexia, or ADHD. But neurodivergent people are also those with epilepsy, different kinds of brain trauma, or a unique way of thinking that may not have a specific diagnosis.

Why Hire Neurodivergent Employees?

They’re already here. Whether you know it or not, chances are you already have a neurodiverse workforce. Because of a lack of inclusivity and workplace cultures tainted by misconceptions, many neurodivergent workers choose to hide their cognitive differences. They bring unique talents to the workplace. While it is true that some neurodivergent workers may struggle with social norms, they may also have the capability to hyperfocus, problem solve, think critically, and work under pressure.

•  Individuals on the autism spectrum are often values-driven, exceptionally honest and full of integrity. They can work independently, are known for being creative problem-solvers, and are blessed with incredible observational skills. They are known for their analytical thinking and tend to be strong visual learners.
• Employees with ADHD are blessed with good memory and observational skills. They have an intense energy that can be applied to complete urgent tasks. They are persistent and enthusiastic in their problem-solving. They are often highly creative.
• People with dyslexia are often excellent verbal communicators and strong visual or mechanical thinkers. They can often conceptualize data in ways that non-dyslexic people may not.

In a supportive environment, neurodivergent people excel. We find neurodivergent employees are happiest in jobs where they can utilize their unique blend of abilities. For example:

•  Employees on the autism spectrum can be found in key biotech roles including lab safety, research & development, risk management, quality control and clinical research.
• Those with ADHD often excel in hyper-focused roles such as data analysis, software development, or client services.
• Dyslexic employees may excel at sales and marketing, customer service, project management, or other jobs where their creativity and unique way of seeing things contribute to effective problem-solving.

Creating a Neurodivergent-friendly Work Environment in Biotech

1. Update recruitment and hiring processes. Review company procedures to make sure they do not unintentionally discriminate against neurodivergent individuals.
2. Increase opportunities for hands-on training and skill development. Create the talent you need, in-house, through expanded educational opportunities.
3. Implement mentoring and coaching in the workplace. Embrace a company culture that offers a positive, supportive environment that allows workers to successfully develop into their roles.
4. Review company processes for accessibility. Review training materials, handbooks, policy statements, etc., to make sure they cover a diversity of learning preferences.
5. Implement company-wide training and awareness programs specifically addressing neurodiversity in the workplace. Get your neurotypical workers on-board with your neurodiversity initiatives through appropriate education and awareness training.
6. Create meaningful accommodations that consider individual workers, the work environment, and workplace culture. Work with each neurodivergent thinker on your team to create accommodations that help them do their job to the best of their ability. Then ask yourself, “Will those accommodations benefit neurotypical workers or divergent thinkers who have not disclosed their condition?” If so, improve the workplace environment by expanding that accommodation to all workers. By doing so, all employees benefit while minimizing the need for paperwork human resources requires when making exceptions for individuals. In my experience, this mountain of paperwork and red tape is a huge obstacle to creating a neurodiverse workplace.

Implementing Neurodiversity Programs in Biotech

When designing a training program for a biotech corporation focusing on neurodiverse teams, especially those with highly qualified individuals who excel in research but face certain challenges, it’s important to address specific issues that are commonly encountered. These are the top five challenges and potential solutions for each:

1. Difficulty with transition and change

Neurodivergent individuals often struggle with adapting to new environments, processes, or changes in routine.

–        Solution: Implement structured transition processes with clear, gradual steps. Offer consistent support and guidance throughout the change, and provide detailed explanations of what to expect. Regularly check in to address concerns and feedback.

2. Challenges with soft skills and social interaction

Neurodivergent employees may find it hard to navigate social dynamics, understand non-verbal cues, or engage in small talk, impacting team cohesion and communication.

–        Solution: Provide training in soft skills tailored to neurodivergent individuals. Encourage open, direct communication styles and create a culture where differences in social interaction are accepted and respected. Role-playing and social skills workshops can be beneficial.

3. Managing schedules and time management

Keeping up with complex schedules or managing time efficiently can be challenging, affecting productivity.

–        Solution: Offer tools and systems to help organize and manage time, such as visual schedules or digital organizers. Train supervisors to help employees break down tasks into manageable parts and set realistic deadlines.

4. Sensory sensitivities in the workplace

Many neurodivergent individuals have heightened or reduced sensitivity to sensory inputs, which can make typical office environments uncomfortable or distracting.

–        Solution: Create a sensory-friendly workspace. This can include noise-cancelling headphones, options for lighting adjustments, or quiet zones. Allow flexibility in workspaces, and consider individual needs for sensory comfort.

5. Adapting to varied communication styles

Standard forms of communication in the workplace may not be effective for everyone, leading to misunderstandings or missed information.

–        Solution: Foster an environment where multiple forms of communication are used and valued. This can include written instructions, visual aids, and regular one-on-one check-ins. Encourage feedback on communication preferences and adapt accordingly.

Conclusion

Fostering a neurodiverse team in the biotech industry is not just about inclusivity; it’s a strategic business decision. By creating an environment where neurodiverse individuals can thrive, we tap into a wealth of creativity and innovation. This approach requires empathy, understanding, and a willingness to adapt our management strategies to suit a diverse range of needs.

As leaders in this dynamic field, let’s commit to building teams where every member, regardless of their neurodiversity, feels valued and has the opportunity to contribute to our collective success. It’s this diversity of thought and experience that drives groundbreaking discoveries and propels our industry forward.

Here’s to embracing the full spectrum of talent in our teams and setting new standards of excellence in the biotech sector. Together, we can make a significant impact, fostering environments where everyone’s potential is realized.

References

https://susanfitzell.com/neurodiversity-in-the-insurance-industry-a-recruiting-and-production-solution/

https://www.whitehouse.gov/wp-content/uploads/2023/06/Building-the-Bioworkforce-of-the-Future.pdf

https://susanfitzell.com/embracing-neurodiversity-in-the-skilled-trades/

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How different generations view diversity and neurodiversity

While many of us don’t consider the social striations between the generations relevant, the truth is there are distinct psychological differences between the Baby Boomers and the fresh new crop of Gen-Zs entering the modern workplace. Often, a company will have representatives from all generations working together.

How these psyches view diversity and neurodiversity is, naturally, quite varied. The things that challenged the Baby Boomers are not the things that challenge our co-workers who happened to be born after 1997.

My intent here isn’t to wade into the humorous pop culture cliches around the oddities of the different generations. Each generation, in response to their time pressures, developed positive skills and strengths. Humans are constantly growing, changing, and improving. The vocabulary of different generations evolves from each generation’s experiences in their formative years.

Is Gen-Z struggling?

By now, we’ve figured out that Boomers, Gen X-ers, and Millennials have much to offer society, but what about Gen-Z? From most of what I’ve seen in popular media and heard from some Gen-Z themselves, they call themselves the “snowflake generation” — easily triggered, easily hurt, embracing fluidity to a fault, anything goes. Pop culture isn’t doing them any favors. The world is a rough place for them, with limited resources in every area from finance to fuel — the same as it is for the rest of us. However, they’re the ones in the hot seat, having to deal with the fallout of this divided, pandemic-impacted, financially struggling world in the years to come.

Now, consider the neurodivergent Gen-Z members and their experiences growing up.

Generation Z has embraced neurodivergence

For example, even though neurodiversity has always existed in human society, we didn’t have a word for it until twenty years ago. Now, that word has evolved to include a wide range of differently-wired brains. Before the late ’90s, students who were neurodivergent (dyslexic, autistic, ADHD, etc.) were siloed in separate classrooms and educated by specially trained teachers. Most often, they were taught a less challenging curriculum.

That started to change in the United States in the early 1990s. Although there are still many schools in the US and other parts of the world that segregate neurodivergent students, today, the majority of youth are educated in a more inclusive environment. This means that Gen-Z and future generations are aware of, have an appreciation for, and are friends with neurodivergent students.

We didn’t have accommodations, or an understanding of the value of neurodiversity, until recently. Gen-Z has put this buzzword up in lights — perhaps to the chagrin of some who would love it if they didn’t make “such a big deal about it.”

But hold on — how many pre-1997 folks now recognize ADHD, dyscalculia, and dyslexia in themselves? Could they have benefitted from acknowledgment and support when their challenges arose? Of Course. Gen-Z has this advantage. Thanks to the fact that they have access to more information than we could imagine when we were their age.

There is more to be gained in collaboration than in resistance

It made me think of what Louis Armstrong says in the classic “What a Wonderful World.”

I hear babies cry

I watch them grow

They’ll learn much more

Than I’ll ever know

He was correct. They know much more than we do, and it’s time we accept and respect that. My big message has always been about seeking understanding, open acceptance, and learning from one another and our differences — because there is more to be gained in collaboration than in combat.

In researching this article, I found a plethora of Buzzfeed articles, many poking fun at Gen-Z. But there was one that was positively heartwarming and helpful. There were also insights about neurodiversity at work, too.

“I love that Gen-Z is destigmatizing mental health and seeking therapy! They talk about it so openly and seem less judgmental about the subject.”
— beedas89 on Buzzfeed

Gen-Z is flying the diversity flag boldly. Why? If we had become parents after the 90s, we all would have heard about ADHD, autism, dyslexia, etc. Those kids — they may be our own or their friends — are now adults trying to make it in life somehow. Many who were diagnosed may have battled to navigate the restrictive systems of education and socializing that made success hard for them. Those who went undiagnosed also fought — with unfair labels and the burden of dealing with a world that didn’t understand them yet. These were just some of the survival pressures they had to deal with.

Remember that this is also the generation with an acute awareness of social justice. Consider Greta Thunberg’s impact on the world. So naturally, they will speak up about their struggles. Not to gather pity but rather to raise awareness and improve things for everyone.

Gen-Z has expectations, and rightly so. Another Buzzfeed contributor mentioned their increased empathy, greater awareness of world issues, and willingness to demand fair treatment for everyone.

“I graduated from high school in 2005, which makes me an elder-millennial. I’m in my 11th year of teaching, and my group of 10-graders were all born in 2005, which blows my mind. They are very attuned to the current issues plaguing society and the planet, and if we do right by them, they’ll have the tools to be able to fix the things that we could not.”
— MissAmanda on Buzzfeed

Hannah Jewell makes her feelings known in her article, “Gen-Z workers should be proud of being ‘snowflakes’ rather than martyrs”

Hannah says:
“In my own experience, I saw the ways in which problems at work could be pinned on employees’ lack of character, fortitude, and work ethic rather than structural faults of the company. We brought up concerns about pay gaps along gender and racial lines, lack of transparency in raises and promotions, and lack of support for mental health. In response, we were given subscriptions to an app to sort out our mental health, but were expected to do it on our own time.”

Who’s to blame?

How very telling. What stands out to me is the ever-present anxiety about prejudice in the workplace. The lack of acknowledgment and support for mental health in the workplace provokes additional stress. Add bias about neurodiversity into this mix, and the picture is scary.

How can neurodiversity find acceptance, celebration, and a shift to a strengths or gifts-mindset at work if systemic, cultural problems in companies are blamed on the employees?

Forward-thinking employers would do well to rethink their mindset on these employee concerns. It’s a cop-out to throw the blame back on your employees! A failure to reflect on your company’s values will make it difficult to retain Gen-Z employees, especially those who are neurodivergent.

What does the data say?

Consider the implications of data gathered from the networking platform Tallo. A staggering 99% reported that workplace DEI is essential, with 87% responding that it is very important.

Tallo also found that accessibility and inclusion of people with disabilities, especially people who identify as neurodivergent, were crucial factors in Gen-Zers’ likelihood of applying for a job.

What’s more, Tallo Data Insights shows that 1 in 5 Gen-Zers have decided not to apply to a place of work because they lacked materials and resources for employees who identify as neurodivergent.

Given the benefits that neurodivergent people offer modern employers, is a lack of acceptance for neurodiversity tolerable?

It doesn’t do much for future-proofing against employee churn.

Looking at what’s behind “The Great Resignation”

In a 2021 survey conducted by Randstad UK, 69% of the 6000 employees in the inquiry said they’re ready to move jobs, with minimal worry about finding alternate employment. Why is this? Victoria Short, CEO at Randstad, references a few factors:

• Loyalty is a thing “of the past.”
• The pandemic fundamentally changed how people viewed life and work, resulting in a reevaluation of what they wanted from these areas. The “dream job” delusion has been shattered.

So, what is the material cost of employee churn at such unprecedented levels? According to research by Oxford Economics, the time it takes to effectively onboard a new employee is around 28 weeks — with an associated cost of £25,200 (or about $30 000) per employee. Not an insignificant cost if you look at the stats surrounding The Great Resignation.

The fundamental reasons motivating The Great Resignation are “soft.” And that’s a good thing. It’s a change in values, priorities, and the very fabric of the world we live in. The pandemic changed life’s texture, and people are looking at things very differently. It’s not just about money anymore. And no generation has been more disillusioned by the hollow allure of pure wealth than Gen-Z.

How Gen Z views neurodiversity

As we’ve seen, this generation is far less likely to tolerate the status quo, more so if it’s an unsustainable or toxic one. This is also the generation most aware of neurodiversity, having lived with it, promoted awareness of it, and understanding its actual impact and benefits. This generation knows that ADHD and autism aren’t just for boys. They know, too, that neurodiversity brings creativity and a fresh way of innovating in the workplace. They understand that diversity should lead to compassion and learning, not division and strife.

These are no trivial realizations. We all know the saying about the things we regret at the end of our lives, not being about money, work, and career. Few, in generations past, paid heed in a practical way. Gen-Z, as a group, has the audacity to act on the sentiment behind that saying. Why not act on that audacity? The most notable change comes from the audacious. Isn’t it high time we looked at a new way to do things? Perhaps this is the generation that will finally move us toward our humanity.

References

[a] Richardson, Liz (2021). Millennials Are Sharing Things They Actually Like About Gen Z’ers, And It’s Surprisingly Heartwarming, Buzzfeed. https://www.buzzfeed.com/lizmrichardson/gen-z-trends-millennials-like

[b] Jewell, Hannah (2022), Gen Z workers should be proud of being ‘snowflakes’ rather than martyrs, The Guardian. https://www.theguardian.com/commentisfree/2022/jan/27/gen-z-workers-snowflakes-bad-treatment-bad-pay)

[c] (2021), What Companies Need To Know About Gen Z’s Diversity, Equity, and Inclusion Expectations, Tallo. https://tallo.com/blog/gen-z-workplace-diversity-equity-inclusion/

[d] The great resignation: 69% of UK workers ready to move job (2021), Randstad UK. https://www.randstad.co.uk/about-us/industry-insight/great-resignation/

Neurodiversity Definition

Neurodiversity: this term refers to a general diversity of minds. It includes people who are neurotypical and neurodivergent. When I talk about promoting neurodiversity in the workplace, for example, I am referring to creating a diverse workforce representative of the broad spectrum that exists when it comes to ways of thinking, processing information, communication, and learning. Some employees may be “normal” or neurotypical while others may have ADHD, Dyslexia, Autism, or trauma impacted ways of thinking. I am not referring to any particular label or diagnosis, but rather, the concept of an environment where a diversity of minds coexist.

Neurodiverse: This word is pretty much the same as neurodiversity, but should be used as an adjective. You can say, for example, that your workplace is neurodiverse.

Be careful though, because you should never describe a person as being neurodiverse. Individual people should be described as neurodivergent.

Neurodivergent: This word describes an individual whose way of thinking falls outside of society’s defined version of normal. Oftentimes you will see it abbreviated as ND.

Many times, neurodivergent people will have a diagnosis or label you may recognize, like autism, dyslexia, or ADHD. But neurodivergent people are also those with epilepsy, different kinds of brain trauma, or simply a unique way of thinking that may not have a specific diagnosis.

FREE DOWNLOAD: Neurodiversity in the Workplace: Things to Consider Before You Jump On the Bandwagon

Neurodiverse hiring practices can benefit any company in any industry and in more areas than most people realize. The investment has yielded greater patenting, innovation, process improvement, efficiency, and creativity not only in technology industries but also in industries that include investment banking, insurance, and mortgage banking.

This resource explains the term “neurodiversity” and describes the potential positive impact on your business that can come from including neurodivergent individuals in your workplace.

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