Pamela Furr is founder and Chief Financial Officer of Puzzle Box Academy and Kaleidoscope Interventions. Connect with her on LinkedIn.
Neurodivergent individuals are not outliers. They represent up to one-fifth of the global population. Among children who were 8 years old in 2022, one in 31 was identified with autism spectrum disorder, based on recently published CDC data.
The neurodivergent community is also not a monolith. It encompasses people with ASD, ADHD and certain mental and physical health conditions and learning disabilities who have diverse backgrounds, experiences and capabilities.
But the visual representation of neurodiversity in our society is much more limited than the reality. Unless they have a close family member or friend in the community, many people still think of the character depicted in Rain Man as their primary example of neurodivergence. This is an indication that we need more neurodivergent leaders in the public eye. Neurodivergent individuals are often hidden behind the scenes, even if they are doing the work that can make or break a company.
The lack of visible neurodivergent role models in leadership is creating a perception that these individuals are better suited for technical and support roles, rather than leadership positions. We need to rethink how we are building workplace cultures that are truly inclusive, not just portraying the image of inclusion. This isn’t an HR or a PR issue that can be fixed by hiring a few neurodivergent people. This requires a deeper mindset shift throughout an entire organization—from looking for a “culture fit” to a “culture add.” We have to realize that our neurodivergent population is exactly what we need to take our companies to the next level.
Developing The Workforce Of The Future
Artificial intelligence is changing the workplace and the workforce. According to a recent Forbes article, “a 2024 study by the Institute for Public Policy Research found 60% of administrative tasks are automatable,” and tasks such as data entry, scheduling and customer service are already being reallocated from human employees to AI tools. These are the types of behind-the-scenes jobs that companies have traditionally assigned to neurodivergent employees. But this approach is not going to cut it in today’s or tomorrow’s workplace.
We need out-of-the-box thinkers to tackle the new challenges and opportunities we’re facing. This can be done by fully leveraging the gifts and abilities of our neurodivergent team members. Neurodiverse individuals account for an approximate 17 percent of the workforce—but the real number may be higher because not everyone recognizes their own neurodivergence or feels comfortable sharing it at work. Research shows that neurodiversity is a competitive advantage for organizations, driving innovation, breaking homogenous “groupthink” patterns and enabling improved agility, resilience and decision-making.
Fostering A Truly Inclusive Culture
1. Normalize Neurodiversity
The first step toward real inclusion is recognizing that our employees—whether they are neurodivergent or not—are already demonstrating neurodiverse behaviors. We just don’t necessarily call them by that name.
For example, stimming, or self-stimulating behavior, is associated with people who have ADHD or ASD. Rocking, hand-flapping or repeating sounds are types of stimming that can help neurodivergent people self-soothe or cope with sensory challenges. But stimming takes on many other forms that are common in the workplace, such as humming, pen-clicking or using stress balls and fidget toys.
Normalize all of these behaviors instead of singling out those of neurodivergent employees. We all have our quirks. Create an environment where people can do their thing and be who they are without judgment.
2. Reimagine Your Talent Matrix
Look at the benefits, not the differences, that new hires bring to the company. Instead of thinking, “I’m hiring this neurodivergent person to check a box,” ask, “What unique strengths does this person add to our team?”
Neurodivergent employees often possess the attributes that companies need most today: pattern recognition, data analysis, systems thinking and laser focus. They bring perspectives that help their organizations make stronger decisions and empathize with a broader customer base. These sound like qualities of C-suite executives, not background players. Don’t limit anyone’s potential based on a diagnosis or label.
3. Create A Mentorship Program
A neurodivergent employee may be ill at ease speaking in front of 20 people in a conference room, but pair them with a seasoned colleague who makes them feel comfortable, and watch them come out of their shell. Develop a mentorship program that provides a safe space for employees to cultivate relationships one-on-one or in small groups. A good mentor acts as a bridge for social interactions, introducing new employees to others and helping them build their confidence gradually.
4. Build Flexibility Into Your Culture
The traditional 9-to-5 schedule doesn’t work for everyone. Some employees may need more isolation and quiet and prefer to come in at 6 a.m. and leave by 2 p.m. Others might prefer taking a two-hour lunch break because they need time to decompress before getting back into their afternoon.
Find ways to incorporate flexibility for all employees into your workplace culture. Small accommodations, including the ability to customize schedules or wear noise-canceling headphones, cost your company little to nothing, but they make a big difference in your culture.
Neurodiversity is here to stay, and that’s a good thing. Every industry is navigating uncertainty and change. AI-generated content and idealized social media personas are becoming the norm. We need innovative, authentic leaders in our C-suites and boardrooms who can rise to these challenges. When more workplaces are genuinely inclusive, empowering all people to be their authentic selves, the walls around us can come down, and we can start to build stronger businesses, relationships and communities.
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