diversity is being invited to the dance

Neurodiversity – Is being invited to ‘The Party’

Paul Bright lived alone, and he wanted to plant his annual crop of runner beans in his veggie patch. He was getting old and finding it very difficult to work the patch. His only son John used to help him, but he was behind bars doing 10 years in Broadmoor maximum security prison. The old man wrote a letter to his son and described what was going on: “Dear John, it looks like I won’t be able to get my runner beans in this year. I’m getting far too old to dig the ground. I know if you were here you would help me. I know you would be happy to dig the ground, just like in the old days. Love you, dad.” A few days later the old man received this from his son: “Dear Dad, don’t dig up the allotment! That’s where the bodies are buried. Love John.” At 2 AM the next morning, officers from Northampton’s murder investigation unit arrived and dug up the entire back garden without finding any bodies. They apologised to the old man and left. The same day the old man received another letter from his son, “Dear Dad, you can get on with planting the beans now. That was the best I could do under the circumstances. All my love, John.”

 “Insanity is doing the same thing over and over again and expecting different results.” Albert Einstein

Although John met his dad’s needs in an unorthodox way, I do think this story illustrates the fact that we need to approach individual situations differently. We must think outside the box with diversity as ironically neurodiversity is all about thinking differently and embracing unique styles and ways of doing stuff.

To do this well there must be an invitation for people to be their most effective at work.

So where does diversity start?

Diversity starts with how we greet people into our organisations and make it okay for them to ask for adjustments. This is more than just window dressing, it is about making it part of our culture that it is okay to ask for what we need. To ensure that each person is treated as an individual this process always needs to start with a conversation.

With neurodiversity and other hidden disabilities, individuals may have a history that means they are uncomfortable about sharing what they need. They may take some convincing that it is safe to do so within the organisation they’re working in. This could be due to several reasons including bullying, earlier work cultures or the fact that when they’ve asked for support before it has been refused or made so difficult that they don’t want to engage in the process again. There is also the possibility that an individual may not be aware that there is anything wrong until something changes in their work environment that highlights the difficulty.

What is key in all of this is the invitation for support and that the organisation including colleagues, managers and support functions is actively looking to support individuals to show and celebrate the power of neurodiversity.

Coming back to the conversation, diversity starts with asking questions about the following areas:

  • What do they think they need to bet their best at work?
  • What have they found helpful or would like to try?
  • What has worked well for them previously?
  • What makes things more difficult at work?
  • Who do they need to talk to to make these discussions effective?

What is also important to consider is the role and work environment. Think about things like:

  • What aspects of the role may be more challenging for them than others?
  • What could be done to overcome these challenges?
  • What environmental changes could be helpful to support work routines.

This is of course just the starting point and should be used to get the conversation going. The diversity conversation is built around trust and best intentions. Without this, it is all a waste of time, we need to want people to be their very best and most effective at work. If people feel threatened or endangered, they are unlikely to perform at their best and be unwilling to discuss this topic.

If you have not already, I would encourage you to start having these kinds of conversations in your organisation.

If you need help with this?

Please get in contact.

Find out how this links with my blog about Equality.

Tightrope walker equality and neurodiversity

What does equality and neurodiversity mean?

Jean Francois Gravelot “The Great Blondin” was the first person to tightrope walk across Niagara Falls quarter-mile gap. He was not just content with crossing the gap once, he did it over 300 times and each time pushed himself to a new level of difficulty. This included cooking an omelette in the middle, sitting down, and lowering a rope to collect a bottle of wine from the ‘Maid of the mist’ boat below and even carrying his manager on his back.

On one occasion he crossed with a wheelbarrow to the rapturous applause of the crowd. On reaching one side he approached a Royal party who were watching him and asked if one of them would like to make the trip inside the wheelbarrow. He was declined, so he asked the crowd if anyone else would like to make the crossing in the wheelbarrow and no one spoke up except for one small old woman. He crossed successfully with her in the wheelbarrow to rapturous applause. It was reported later that this woman was his mother.

Diversity is being invited to the party. Inclusion is being asked to dance.

Vernā Myers

Before we can even begin to engage in such feats as Jean achieved at Niagara, we first need the opportunity to get involved. That means being able to take part and in the words of Vernā Myers being asked to dance. I would like to take this further though and explore what it takes to get to the point where you can dance like nobody’s watching.

Because diversity is about being asked to take part, equity is about having the transport to get there, inclusion is about being asked to get involved and equality is performing like no one is watching.

Diversity – is being invited to ‘The Party’

For equality and neurodiversity to be a reality this is a statement of intent for neurodivergent individuals.

It is about knowing that you can bring your best self to the situation you are working on. What is important is that this is not a half-hearted attempt at inclusivity but instead a concerted effort to invite those that think differently to the table. This is not one of those invites when you say you want people to come, but you do not expect them to turn up! Find out more here.

Equity – is having proper transport to get there

This is more than just supplying a bus or tightrope but instead supplying proper transport for the individuals that have been invited. For neurodivergent individuals, this is about thinking about the environment in terms of the tools that are supplied and the way things are done. For example, it could be about creating quiet spaces or supplying assistive technology tools. The key thing is that places are created where people feel safe and equipped to perform.

Understanding the guidelines (or where the rope is) for your workplace and having it made clear is vital. Find out more here.

Inclusion – is being asked to participate

To be included you need to be invited and have the tools and environment to be present. Being asked to take part shows the value that you are placing on the person you are asking. Asking them to take part because you see their strengths and know that they can add value is vital. Inclusion is not a display, it is about mutual benefit and creating places that allow the individual to walk the most difficult tight ropes.

Equality and neurodiversity – performing like no one is watching

Equality and Neurodiversity is about creating a level playing field where individuals get to use their skills and competencies in great ways. It is a place where creativity explodes, and innovation is paramount that can only be realised if you can bring your full neurodivergent self to work. It is about challenging and being okay with offering insight without fear and recognising the value that you can bring whilst encouraging the potential you see in others.

This is only possible if diversity, equity, and inclusion are present then equality and neurodiversity works!

Neurodiversity and neurodivergent thinking are hot topics. There are many ways to approach this area. I would encourage you to think deeply about how you can utilise the great potential these thinking skills can offer to your organisation. If you would like some help or just a conversation to explore this further, please get in contact.

Looking at a Promise to my future self

What is your promise to your future self?

When I joined secondary school, we had the opportunity to write a letter to our future self about where we wanted to be. I remember pondering over all the great things I’d like to achieve, including flying to the moon and playing rugby for England. Then I concluded that what I wanted at that time was to be the most successful bank robber in the world and retire to the Costa del Crime. I’m pleased to say my aspirations changed, I’m not sure that promise to my future self would have been particularly helpful for my long-term health and well-being.

How will your promise to your future self impact you?

It is easy to make a big hairy promise to your future self without thinking about the implications for the things we care about. Or volunteering to take on new responsibilities and projects that have far-reaching potential future impacts. The challenge is not to avoid big commitments, but to make sure we understand the implications of them and consider how they will affect our future self. I would always encourage you to take a moment, preferably in a quiet space to look forward and imagine what life will be like one, two, and even six months down the line with the choice you are about to make in mind.

Excepting and sharing your strengths and difficulties?

Neurodivergent individuals have a soup of traits that form strengths and difficulties depending on the situations based on their environment. If they have had negative experiences in the past, they will often choose not to share the traits that cause them difficulties. This can result in their needing to work far harder at the choices they have made and can sometimes break down if changes happen within the organisations they are working in. I mention this because the choices you make may well also have implications for the people you work with and collaborate with.

Will you choose when to go into conflict with others wisely?

Making promises to your future self inevitably involves change. With change can come conflict as our ideas and aspirations do not align with those who we are working with or collaborating with closely. One of the promises we need to consider to our future self is, when will we choose to go into conflict and what will we choose to do to avoid it?

Will you treat the things that have gone wrong as CPD?

Promises to our future self will often involve risk. This could be personal, financial, reputational or some other sort of risk. When things go wrong, they can often be expensive for us and the question we need to ask ourselves is are we prepared to treat it as CPD (continuous professional development).

As a side note, I have been on many training courses some of them incredibly expensive and have learned that we never fail to learn from the things that have cost us dear.

Will your promise to your future self allow you to hold firmly to your values and not compromise?

In my example, at the beginning of this post I talked about my aspiration of being a bank robber, but what I had not thought about was how this fitted with my values in terms of fairness and charity. Now, this is an extreme example, but it is one we should consider when looking at promises to our future self. Do our promises align with our values, for example, if one of your values is family, are you making promises that mean you spend substantial amounts of time away from home creating an imbalanced lifestyle.

Will you live in the reality of today, not the ifs and but’s of tomorrow?

When making a promise to your future self, are you prepared to live with the consequences. Are you happy that there will be things that you cannot do because of the choices you have chosen to do. It is easy to look back with ifs and buts, this is not an option if you made a choice and have stuck to it.

Will you be kind to yourself?

As you consider the choices that you want to make and the implications they may have for your future self I would encourage you to be kind. We have one life and it is full of adventure, challenge disappointment and grief.

“There are only two ways to live your life. One is as though nothing is a miracle. The other is as though everything is a miracle.”
Albert Einstein

If these are questions that affect you, I would encourage you to reach out and have a conversation with someone you can trust. If I can help with that conversation, please feel free to get in contact.

running

Does it take a village – to run well?

Running my first 10 kilometre (km) race, this story started five years ago when a few friends and I decided that we wanted to row (we were the most ragtag bunch of rowers you can imagine). At the time I was out of shape but wanted to be a better version of myself for me and my children. So, a friend of mine called Dave and I (with a couple of others), set up something called Monday Club, which as you can guess happens every Monday. It is an opportunity for some 40+ year old men and women to work out and play at being boxers and gymnasts. This club inspired me to do more with myself and through conversations with my friends, I decided I was going to give running a go (I wanted to run well).

Running begins

I started to run regularly with a bunch of people from Monday Club who inspired and helped me to move forward and signed up for my first big race!

Time to race

When the race came around, I was expecting to be looking at my watch working out my timings and trying not to run way too fast. Adding at this point that my nickname was “the beast” as I do everything at full throttle, not holding anything back and burning out much of the time. Come race day I expected to turn up on my own and run the race which I had practised.

We were off

The race began in a flurry of activity and the guy I was chasing down the road started to encourage me to run with him and this is where the support began. Turning the first corner my friend Simon was there rooting for me, telling me to take it easy and run at the pace I had planned. Running a further 500 meters up the road and my friend Dave was there telling me not to overcook it and keep to my pace, pull my shoulders back, breathe and enjoy it. As I continued to run the race these two guys keep popping up, rooting for me, pushing me and encouraging me to be the best I could be.

The final 2 km

Things were starting to hurt now and my shoulders were all hunched. Then my friend Dave appeared and started to run with me. At first, this was about me getting my confidence and form back, then I noticed myself accelerating. Moving from someone slipping backwards to someone who was overtaking people and running faster and faster.

Finishing strong

Coming into the final 700 meters I was a transformed person running with determination and gusto. Finishing the race in 41 minutes 26 seconds, 1 minute 26 seconds outside of the goal I set myself, but that did not matter, I had learned how to run a race well and that is a lesson I will not forget.

My first 10 k race was not run on my own, I ran it with people who believed in me and enabled me to do my absolute best, inspiring me to do it again.

What I learnt

Sometimes things take longer than you first expect.

When I started this journey, I wanted to row a boat and I ended up running a race. That does not mean that I will not row a boat one day too. What I did instead was achieve something else that takes me closer to that goal.

Sometimes what you want takes time to work out

This is true in many aspects of our lives. What is important is to keep moving forwards. It is vital to have champions and cheerleaders on your team to keep encouraging you to seek out what you want. In my case, it is about being a better version of myself, for you it may be quite different, but I would encourage you to keep on looking for it.

Practice is the key to everything – you will need to do it a lot so make sure it is fun!

As with everything worth doing there is always a lot of practice involved. The biggest transition for me has been the movement from only enjoying the end goal to enjoying the practice. This is relevant to the roles we do and the things we want to achieve. If we do not enjoy the day-to-day work to get us to a goal I do not believe we will be anywhere near as fulfilled as we should be.

The best coaches will come and run along with you

Sometimes we need help, sometimes we need advice and sometimes we need people to run along with us. It lifts our heads and gives us the capability to be genuinely great.

Doing things with a village is the best

Reflecting on this experience, the image of the village of people supporting one another to achieve their goals is an incredibly attractive one. Where one achieves much, everyone achieves much and this is a principle that can help move forward some of the key aims we have in our lives.

Who is in your village?

If you would like some help to explore this further, please get in contact.

Technology agnostic TT

Why Neurodivergent People Need Technology-Agnostic Tools

A few years ago, I wanted an Audi TT (225bhp for those that care), it is a beautiful car, fast, agile and the envy of my mates. Being six feet 1 inch tall with long legs means that I ended up sitting virtually in the back seat. Turning a four-seater car into a two-seater car was less than ideal.

This story has resonated with me a lot especially as I look at the area of solving difficulties related to neurodiversity, (find out what neurodiversity is here), with technological solutions.

Technology-agnosticism is about saying there is ‘no one size fits all for a particular problem. That is not to say that a particular solution cannot solve a problem for many different people, it just will not solve it in the same way.

Think about it

It is the difference between an adjustable spanner and a standard spanner. One of them adapts to lots of assorted sizes of bolts with a greater margin for error and the other one fits one size of bolt perfectly but lacks flexibility. The question you always need to ask yourself is, do you even need that flexibility or is it okay to just do one thing perfectly well?

Many technologies, platforms and software products try and do everything for us, meaning they can end up not doing anything particularly well, so we need to make bigger compromises. It is easy to be bamboozled with a multitude of tools and promises that these tools can deliver, but if we lose sight of the problem that we are trying to solve, the danger is we end up with a solution to a problem that does not even exist.

Or to put it another way, a screwdriver to fix nails in the wall!

This becomes clear when you speak to individuals about the processes they perform and instead of describing what they do they reference the tools they use and how those tools perform the task. On its own, this is not an issue but where it becomes a problem is when the limitations of those tools start defining the process and its boundaries.

Here are some things to think about.

Being technology agnostic when things stop working

Take a pause and reflect on what has stopped working. Do not just switch to another app or another piece of technology before you have asked this question as you may well find that something more fundamental has changed, either with the environment or the processes you are using.

For example, I like to-do lists and I use a product called Todoist.com. It has worked very well for me. Unfortunately, when I started blogging, this platform just did not work for me anymore, so I had to go back and look at what the problem was, and it was to do with the amount of information I wanted to collect within my to-do list. So, I went back to the drawing board to map out what I wanted to achieve and then I was able to select a new software solution that helped me solve the problem, in this case Trello.

Invisible inefficiencies

Adapting a process that we use to fit the software tools with which we are lumbered. Are we keeping process components that really should be obsolete because the software demands them? I believe that if you look at your processes through a set of technology-agnostic glasses, you will find improvements and make changes that will simplify things!

Collaborating with a client who had used MS Outlook successfully to manage their diary, and who was now finding it did not give them the flexibility they needed to annotate, it caused a huge amount of anxiety about appointments. The other issue was the client felt they were not in control of their diary. In this instance, the client moved back to a paper-based solution. Now I realise for many reasons this is suboptimal in lots of organisations, but for this client, they were able to increase their effectiveness by not being stressed about their diary.

Revolutionising your processes

When evaluating what you are doing or why you are doing it, being technology-agnostic allows you to look beyond the constraints of the platforms and software that you are using. It allows you to imagine all the possibilities you might like to carry out, giving you scope to dream big and not have them thwarted by inappropriate tools.

Creating opportunity by being technology agnostic

When the shackles of, “it’s always been done this way” are broken all sorts of possibilities appear. This is also likely to enable you to move forward and to recognise your potential in terms of what you can achieve and how you are going to achieve it. Inappropriate tools that cause you to carry out actions and use time inefficiently reduce your effectiveness at work. Re-evaluating the tools you use creates an incredible opportunity to do things differently and to be more effective in your workplace.

If you would like to explore how to be more technology-agnostic in making decisions around assistive technology, then please get in contact.

neurodiversity and networking

How to navigate neurodiversity and networking

Walking into a room full of strangers that you are supposed to be interacting with can be incredibly daunting. Add on top of this anxiety around who you are and how you communicate and suddenly there is a recipe for potential problems. Welcome to neurodiversity and networking.

As a neurodivergent person, I have always found networking challenging as it seems everyone else knows exactly what they are doing. So here are some ideas to turn networking into something more manageable.

Being ready to talk

The best spontaneous conversations are well practised!

This may sound like a completely bizarre statement, but the truth is if you want to be spontaneous and have something to say you need to practice. This could be as simple as practising engaging with strangers in conversation or just being ready to start more conversations with your friends about topics that you think they may be interested in.

Asking questions that make connections

With networking the key thing is finding out what the other person wants, not telling them what you want. I would encourage you to start conversations by asking questions about how you can help. For example, you might want to ask:

  • why someone is there?
  • or what challenges they are experiencing that you could help with?

Telling real punchy stories

Think about your own stories, the things you have done, the people you have met and how they can be relevant to the people you are talking to now. No one can resist a story, especially when they help solve problems. When telling stories it’s important that they are punchy and to the point and that while you’re telling them you are seeking feedback to make sure they are relevant to the person you’re talking to, (if their eyes glaze over or their face changes, make sure you ask them if this is useful – if in doubt ask!)

For example, you might have a story about a recent client (you do not have to use the client’s name), or a problem that you solved as part of your work.

I would always recommend using stories as they illustrate not only the benefits and strengths that you can bring, but they also bring you alive as a person.

Being ok with who you are

Believe it or not, you are the very best person at being you, and there is no one else quite like you. Do not try and be someone else, be yourself, that’s why people want to get to know you. It is important to celebrate who you are as well in terms of your attitude towards yourself. I can assure you that you have value, things to offer, you do things other people cannot do and you are the very best at being you. – Be yourself!

It takes a village to successfully network

What I mean by this is that contacts you already have will provide you with information that allows you to connect with others. This will help you engage in conversations and communicate better with new connections. No person is an island, utilise people you know, learn from them, and ask for feedback.

Drive, the Partnership Network has been this place for me.

What can hold you back

Mindset is key, when getting involved in networking start with what you want to achieve then ask others what they want and see if there is space to build something. People never stop talking about what they need. If you can tap into that, you will network effectively because you will be able to help them find solutions for their problems.

Do not be the limit to your network.

Research shows that we love to talk to people like us. but unfortunately there is only a subset of the human population that are anything like us. If you are looking to network the chances are your skills and experience are going to be more useful to people that are nothing like you. Don’t be afraid because people are different – they still breathe and have a pulse just like you.

Having a goal

Having a goal is key. We network because we want to achieve something, so be clear about what you want to achieve. You then need to think about what, why, how, and when you are going to network and make sure that this fits with your other commitments.

Make time to network

Unfortunately, networking does not happen by magic, you need to make time for it and be consistent. Think about how much time you would like to spend networking and set that time aside and then see if it works for you.

Be proactive

You are not an impostor, you have every right to share what you are doing and mix with others to find common ground. You need to accept no one knows what you know the way you know it, and no one will ever know it unless you interact and have real conversations with them. Also do not be afraid to ask for help, there are a lot of people out there in a similar positions who want to help and see you succeed.

Find allies and champions

Allies and champions are vital especially if you have got questions like what is the value I bring?

These people will often know you best and can help you cement this value. They will also be the people that open doors for you and invite you to new places, and you will be able to support them. This is not an awkward thing to do, it just starts with a conversation.

So do not be afraid to ask!

If you would like some help with networking skills, please get in contact.

aesthetics

Why aesthetics matter to neurodivergent people

How does your workplace feel?

I remember walking into a large London charity for my first day at work after being interviewed in a beautiful glass-fronted office. My actual office was a complete mess of papers, out of date banners, marathon running kits, damaged chairs and what felt like total chaos. This destroyed how I felt about that place and as a result put me in a completely negative position about that workplace, breaking the mystique of what I had been expecting.

This was my first job out of corporate life where everything was pristine, and I had certain expectations about what the aesthetics of the workplace would be like. Reflecting on this I recognise that when I saw the office, I was going to be working in that I felt my personal value had been reduced and so had myself esteem.

When we talk about aesthetics in the workplace, we mean how our five senses: sight, sound, smell, taste, and touch (plus our gut feeling) are influenced by our environment.

Here are some things that I think are important to consider that can help make workplaces more aesthetically pleasing:

Organised spaces

Though the very nature of work dictates there can be some untidiness from time-to-time, it can be incredibly distracting and sometimes tormenting if workspaces are not kept tidy periodically. For example, some individuals with dyslexic traits find having things in a mess often causes them stress and anxiety and takes the focus away from what they want to be doing.

Lighting

Studies have shown the amount of natural light in an office has a direct impact on employee productivity attention and alertness. This is also true for many neurodivergent individuals as natural light helps the brain work better.

Variability in lighting

In addition to natural light, it is also important to be able to vary the amount of light in your working space. For example, task lighting is essential when working on detailed pieces of work. What is also useful is the ability to change the intensity of the lighting based on your mood and the type of activity you are undertaking. What can often be difficult to deal with is intense lighting that cannot be changed, think back to those classic 1970s offices with intense strip lighting – not great!

Seating

Materials are key in terms of things that don’t make you sweat or squeak when you move the seat. It is also important that seats work for the individual in terms of providing them support and avoidance of pain and long-term injuries. Changing seating position is also critical as studies have shown being able to stand up for example when performing certain tasks really enhances the quality of thinking in addition to movement.

Add plants that grow

Plants add life to the office, though they may not be everybody’s first choice they do also have some important health benefits, including giving you a focus away from your immediate work tasks. This can often create a much healthier and calmer work environment.

Colour

For some individuals, colour is incredibly important in terms of the impact it has on their social and mental well-being. For example, some extremely bright vibrant colours can cause migraines and other neurological responses in the workplace. When this becomes particularly tricky is when brand colours are very strong and the organisations that we are working in use these brand colours in particular areas. An example is a cafeteria in a large bread manufacturer that has strong brand colours used in this space, and as a result, an area designed for relaxation and recovery is now for some a high-stress environment.

Allowing personalisation

It is important individuals are allowed to make their workplaces their own, this can be achieved by having things that help motivate them and stay on task during their workday. This will often include items like family photos if appropriate, or other reminders and tools like whiteboards that they can use to help plan and deliver their day. For some individuals, this can also involve the use of fiddle toys that allow them to do other activities that do not inhibit their processing to stay focused on what they are doing. For example, some individuals with ADHD traits find it incredibly helpful to be able to doodle or fiddle with a piece of blue tack during conference calls and conversations as it helps them to stay focused on what is happening and not get distracted.

To open plan or not to open plan – that is a very big question

Many of us are not currently back in the office, when we do return this question is not going to go away.

When it comes to aesthetics, there is a lot to be said for open plan working in the benefits that it can give in terms of collaboration, but unfortunately for some neurodivergent individuals, it can often be incredibly distracting and debilitating. I would argue that this far outweighs any benefit that is potentially gained by the organisation by having a continuous open collaborative space. What I believe is a far better approach is to have zones within the work environment where it is possible to have collaboration when needed, but then an individual can retire to a quieter more personal space, and they do not need to collaborate in such an open way.

With aesthetics, choice matters

With all the senses constantly in play, updating us on the environment and giving us feedback on what is going on, for some individuals with neurodivergent conditions, this feedback can be heightened to the point of being uncomfortable. For example a chair fabric may make your skin feel spiky or a particular colour scheme may give you a headache or disorientate you. The position of your desk may expose you to excessive noise and distractions or make you feel that everyone is looking over your shoulder. I believe with simple changes and common sense thinking many of these issues can be avoided.

There is a perception that when you need to change the aesthetics of an office environment that there would need to be a huge financial investment, and this can put organisations off . I would argue that the biggest investment is talking to your people to understand their needs and preferences. I’m not suggesting for a minute you will be able to meet everyone’s individual unique preferences but as with all these things, there is a compromise to be had, as with sensible planning and thinking we can all make office environments better for everyone.

Here is to a neuroinclusive workplace!

If you would like to know more about how to make your workplace more neuroinclusive and how to implement these aesthetics changes effectively please get in contact.

Perfection vs excellence

Why Neurodivergent Perfectionists Should Aim for Excellence

I recently worked with Peter who is responsible for managing union activists within a teacher’s union. Peter had been a successful teacher who had left the classroom due to frustration with government policy that got in the way of his passion for teaching. He then moved into the union supporting teachers to be the absolute best they can be in their job. Peter has a dyslexic diagnosis, and this impacts his ability to process information along with his short-term memory. I should emphasise that he is extremely competent at his job and exercises a high level of emotional intelligence especially when dealing with union members, but he has struggled with perfection vs excellence in his role.

Recently Peter has undergone changes at work as his union has been taken over by a larger union, which has meant a complete change in infrastructure and IT with many new systems being introduced along with additional processes. I should mention at this point Peter has a well-rounded education including a master’s degree in organisational management, he is a well thought of and highly trained individual working in a frontline role because he wants to make a direct difference to teachers. Peter always wants to do the absolute best job he can, often at the expense of personal time and well-being.

Working with Peter through a series of coaching sessions we were able to explore the difference between excellence and perfection and why it is vital to understand it. I must emphasise here, I’m not suggesting Peter should be doing shoddy work that is unfit for purpose, the issue was that the work he was producing was so far above and beyond what was required. It meant other clients were not getting what they needed (nor was he).

Excellence vs perfection

Excellence is about doing the right things, in the best way possible and doing them well enough to meet what is required. It also means accepting that there is always room for improvement and ironically that perfection should be your goal. You also need to have a reality check that you are highly unlikely to get there, but if you keep aiming in that direction your current working processes will just get better and better. This is a growth mindset, it’s about building on yesterday, recognising what could have been done better and doing it. In addition to that, it is also about being kind to yourself.

It is a journey of wonder and surprise

Perfection is the definitive 100% right way to do something and is completely unobtainable and if you do try and obtain it you will use a disproportionate amount of energy and gain a diminishing return for what you are doing, often causing anxiety stress and disappointment. This can further manifest in depression, procrastination and ultimately poor performance within individuals and teams.

It is a destination with no seats

For Peter, much of this was to do with the changes that were taking place in his role and responsibilities and how he felt he needed to be able to continue to deliver one hundred per cent, even though all these changes were happening. A breakthrough moment happened when we talked about the concepts of working in your job and working on your job, as for excellence to take place your processes and working practices need to be a well-oiled machine. This means taking time to understand them and innovate to meet the needs of your organisation, but more importantly to meet your own needs to achieve your objectives. For Peter, this was a breakthrough moment that enabled him to look at his job in a different way. He recognised although he wasn’t the most senior person in the organisation he was the most senior person who had control over what he did because he was able to manage himself. Once Peter started to take this point of view, excellence became the only option. He couldn’t have perfection in a changing, innovating workplace because by its very nature improvement involves failure and learning.

This was a life-changing moment for Peter and something he has been able to use as he has moved to a role with more responsibility since completing his coaching. If this is something that is of interest to you, please get in contact.

dyslexia

How well does your workplace fit you if you have dyslexia?

Let me introduce you to Sarah, she has recently finished university and started working for a large retail bank in the UK as an Account Manager. She is responsible for developing clients for the bank by introducing them to the bank’s products and helping them understand how these products can make their businesses work better. Sarah’s role involves a large quantity of writing proposals in addition to producing other written materials.

Sarah was diagnosed with dyslexia at school and as a result, had some help so that she could study effectively and pass her qualifications. This help continued through university but since leaving university she has been able to cope without any help.

Unfortunately, in Sarah’s current role things started to get a little bit difficult as she is struggling with spelling and punctuation, in addition to remembering all the tasks and actions that she is given by her boss and team daily. Fortunately, when these issues were flagged to Sarah’s HR department, they immediately recognised it would be appropriate to ask Sarah what was going on. As a result, Sarah shared some of the tasks that she was finding difficult so the company initiated a Workplace Needs Assessment.

A Workplace Needs Assessment

An assessment that should be carried out by a qualified Workplace Needs Assessor who looks at an individual’s workplace, role, job description and tasks. Then working with the individual to make suggestions called Reasonable Adjustments.

Reasonable Adjustments

These are adjustments that can be made in the workplace to help people who have difficulties completing their everyday tasks. As an employer there is an obligation to provide these if you know, or could be expected to know, an employee or job applicant has a disability.

For Sarah to have this assessment, she did not need to have a formal diagnosis, she just needed to recognise that something was not working for her in her workplace. This assessment helped Sarah understand some of the difficulties she was facing. It also helped her understand some of the strengths that she offered to her workplace.

A vital part of the Workplace Needs Assessment is to amplify strengths and manage the difficulties of the individual.

Sarah’s employer had a legal responsibility under the Equality Act 2010 as Sarah is a neurodivergent individual who has a substantial and long-term condition that is covered under the act because of the following wording:

You are disabled under the Equality Act 2010 if you have a physical or mental impairment that has a ‘substantial’ and ‘long-term’ negative effect on your ability to do normal daily activities.

This is important as Sarah’s Workplace Needs Assessment suggested a large range of different technologies along with some workplace coaching. In Sarah’s case however, several of the pieces of technology that were suggested did not work with the systems used by her employer. This resulted in a large amount of stress and anxiety for Sarah as she felt it was her responsibility to make IT work. Sarah’s manager tried to support her in this implementation but unfortunately was unable to make any headway in a reasonable time. In Sarah’s situation, the stress and anxiety got to a point where she was unable to continue working and had a prolonged period signed off sick from work.

I would like to make it clear Sarah’s is not an isolated case, implementation of help can cause even more stress and anxiety sometimes making the issues an individual faces far worse.

This unfortunate situation illustrates the need for a joined-up approach to reasonable adjustments within the workplace. It is vital when technology solutions are suggested that they work with the existing organisation IT infrastructure and policies. In Sarah’s particular case this situation could have been remedied very easily by having an IT representative involved in the process to ensure the technology suggested would work with the existing infrastructure. This is unfortunately overlooked in many situations causing a large amount of stress and anxiety for the individuals involved who are asking for help.

The final component is awareness within the organisation of the impact change has on individuals with neurodivergent conditions. What is often not recognised is that any change can be stressful and anxiety-inducing. To help alleviate some of this it’s really important that everyone within the organisation has an appreciation of what neurodiversity is and how it can impact their colleagues.

Some ways to help avoid this situation include:

  1. Creating a list of approved applications that IT are happy with will work within the organisation’s infrastructure and fit within the organisation’s policies.
  2. Making sure supervisors/managers are spoken to as part of the assessment process.
  3. Having a dedicated IT contact who can support the implementation of assistive technology.
  4. Ensuring that all members of the organisation have attended neurodiversity awareness training and are aware of who to speak for support.

If you would like to know more about Workplace Needs Assessments and how to implement them effectively within your organisation, please get in contact.

Neurodiversity

What is neurodiversity awareness training?

This 60 – 90 minute neurodiversity awareness training is one of the services that we offer as part of our skills and below are details about how it works.

Neurodiversity explained – what it is?

We will explore the language of neurodiversity and how this helps to frame what it is. We will then briefly examine each of the underlying diagnoses that fall under this umbrella, including what they look like and their associated strengths and challenges.

Why neurodiversity awareness matters – how it makes organisations better

Neurodiverse individuals are likely to account for 15% of the average organisation’s workforce, with specific industries having far more. Many of these individuals will be undiagnosed though this landscape is rapidly changing with more active screening and diagnosis taking place. The negative components of neurodiversity are often well understood; what can be less well understood is the huge positive impact that neurodiverse individuals can and do have on organisations.

We will also briefly explore neurodiversity and decision making and why this is important with case studies to demonstrate the benefits.

Building an inclusive, neurodiverse workplace – what you need to consider and be aware of

We will look at some of the lessons learned from increasing the inclusivity of other diverse groups, including sponsorship and programmes. We will then examine how awareness training and coaching can help specific roles and responsibilities within the business. Then, we will look at organisational structure and communication and how this can be adapted and reviewed to ensure it meets the needs of the business. Finally, we will look at environmental factors that often need to be considered when making a workplace an effective environment for all employees, as well as assistive technology options.

Neurodiversity awareness  – what next, where to get further support and assistance

During this session, we will explore specific issues and give guidance on what to consider and what to do next. We will also include some advice on what support is available and the actions you should be looking to take. I would encourage you that many changes have little, or no cost and we often find that making a workplace more neuroinclusive is better for everyone.

For more about this service please contact me.