Tag Archive for: Leadership

Decision making the power of “no” – #3

Decision making for neurodivergent people, saying “no” can be particularly challenging. However, it’s a crucial skill that can significantly improve your well-being. By mastering the art of saying “no,” you can reduce stress and increase your productivity.

Decision making?

Saying “no” is important because it protects your mental and physical health by stopping you from taking on too much work or working outside of your contracted hours, which can lead to burnout and anxiety. Saying “no” can also help you focus and be more productive since it allows you to prioritise your own activities without taking on more and more. It’s an effective method to take control of your life and make decisions that improve your progress and satisfaction both in and outside of work. With greater time, you’ll be able to manage your executive function activities such as planning, organising and time management. If you don’t make enough time for your own work and obligations it can lead to significant exhaustion and physical or mental distress.

Saying “no” can benefit others too. It helps distribute work more fairly, giving everyone a chance to contribute and preventing anyone from feeling overloaded. By setting boundaries, you can focus on your own priorities and deliver higher-quality results, which boosts productivity for the whole team. When you’re not overwhelmed, you’re better able to support others and contribute positively.

Saying “no” can be challenging though, but there are ways neurodivergent individuals can make it easier. Start by practicing self-compassion and being kind to yourself instead of engaging in self-criticism. Set clear boundaries to communicate your limits and priorities. Preparing what you want to say in advance can give you confidence when saying “no” and a great place to start is by practicing in the mirror.

By mastering the art of saying “no” and communicating it effectively, you can take control of your life and reduce your stress. Remember, it’s okay to prioritise your needs and say “no” without guilt or shame.

If you’d like to talk about this, please contact me. Saying no is sometimes about the team as well as the individual. So, considering your culture and how your environment encourages or discourages you from saying no is equally important.

 

Reapplying for Access to Work

Reapplying for Access to Work can be daunting. When I first applied for Access to Work, I had a rough idea of the support I needed, but after working with my support team and learning more about my business, I gained a clearer understanding of what truly helps me thrive. If you’re considering reapplying, you’re probably in the same position, knowing more about what works, what doesn’t and what could make a real difference in your work life. This blog is here to give you the confidence to ask for what you need while ensuring you follow the rules of the scheme.

The Reapplication Process: What to Expect

Reapplying for Access to Work isn’t as daunting as it may seem. It’s about demonstrating why your current support remains essential or why you need adjustments based on your evolving work needs. In my case, I had to consider whether my funding might be reduced and have honest conversations with the people who support me about what we could still make work. Having open discussions with your support providers is key. If your funding changes, knowing what’s possible within your budget will help you continue to get the most value out of your support.

Understanding Value: When reapplying for Access to Work, looking beyond the Price Tag is key!

One critical lesson I’ve learned is the importance of truly understanding the value of support rather than simply looking at the price. There’s significant variation in pricing for similar-sounding services and this can be misleading. For instance, two personal assistants might have the same job title, but their actual offerings can be worlds apart. It can be tempting to provide the lowest quotes to Access to Work, thinking this will make your application more attractive. However, this approach can be shortsighted and potentially costly in the long run. A cheaper service that doesn’t meet your specific needs can end up costing you more in time, productivity and frustration.

When evaluating support, consider:

  • The specific skills and expertise of the support provider
  • Their understanding of your unique work challenges
  • The range of services they offer
  • Their flexibility and ability to adapt to your changing business needs
  • References and proven track record

Remember, Access to Work wants to ensure their funding is used effectively. This means finding a support solution that genuinely helps you be more productive and successful, not just the cheapest option available.

When reapplying for Access to Work thinking about Managing Payments, Cash Flow and Budgeting for Support is key

One important aspect of Access to Work funding is understanding the financial flow. In my case, I pay for support in advance and then claim the money back. The time it takes to be reimbursed varies, so planning for cash flow is essential. It’s also important to remember that the people you work with will have their own payment terms and they’ll need to be paid accordingly. This might need to be negotiated, but what matters most is understanding who can carry the risk and ensuring you have enough contingency in place to manage any delays.

Let me share my personal example: there was a time when I forgot to sign the Access to Work form, it was just an oversight because I was too busy. That small mistake delayed the payment by 30 days, which could have caused a cash flow issue. Luckily, I had built enough contingency to handle it, but it reinforced just how crucial it is to have a financial buffer in place. When reapplying, consider how your budget is structured and whether you need to adjust your claims to reflect changes in your business. If your support provider helps with different aspects of your work (such as marketing, admin or coaching), make sure your claim reflects this accurately.

The Value of Outsourcing: Focus on Strengths

The support I receive covers essential areas of my business including marketing like social posts, writing, design, scheduling, newsletters and proofreading. By outsourcing these, I can focus on revenue-generating tasks such as coaching, speaking and supporting my clients. This not only keeps me working at my best, but also means my business is more sustainable and contributes more financially (including through taxes). It’s a win-win.

A key takeaway is to identify the areas where support allows you to be most productive. If administrative work, for example, slows you down due to challenges like dyslexia, outsourcing it can free you to focus on what you do best.

Collaboration and Continuous Improvement

A great working relationship with your support team can lead to even more efficiencies. In my case, my support provider not only helps with tasks but also contributes ideas for blogs and processes that improve my workflow, like our social media planner. When reapplying, consider how your support is not just maintaining but enhancing your work.

Tying It All Together

If you’re reapplying for Access to Work, reflect on what you’ve learned since your initial application. Be confident in requesting the support that genuinely helps you perform at your best.

For more guidance, check out my previous blog on applying for Access to Work, and keep an eye out for our revamped ebook, where we’ll dive even deeper into these topics!

Leading diversity: The rugby playbook

Rugby is a masterclass in teamwork and leading diversity, strategy and leadership, where success comes from recognising and using each player’s unique strengths. The same applies to business; great leaders understand how individuals think, process information, and contribute to a shared goal. Cognitive diversity, like in rugby, means every team member brings a different strength to the table.

Lewis Moody sums it up best:

“I love this blog. Rugby gave me a wonderful start in life, helping me understand how diverse we all are as individuals and how those diversities if celebrated and nurtured in the right environment, can deliver remarkable results. Nathan has combined his 2 passions, Rugby and coaching for neurodiversity, to shine a light on the importance of understanding our people and celebrating our diversity to be able to harness and drive personal and team performance within organisations. Knowing Nathan as a coach, I wouldn’t hesitate to jump on a discovery call with him to explore new possibilities for my own team.”

Lewis Moody MBE (Former England Rugby Captain)

Success in rugby hinges on understanding how players think and process information. A prop forward’s mindset differs vastly from a fly-half’s, just as your finance director’s approach contrasts with your head of innovation. This cognitive diversity isn’t just natural, it’s crucial for building high-performing leadership teams. This blog explores how the principles of rugby coaching can be applied to maximise the potential of neurodiverse leadership, creating a competitive advantage in your organisation.

Reading the game: leading diversity with different thinking styles

Consider a rugby backline: the scrum half needs lightning-fast decision-making, the fly-half requires strategic vision and the centres balance analytical and intuitive thinking. Each position demands a unique cognitive approach but must function in harmony. This mirrors your organisation. Some leaders excel at detailed, sequential processing (your methodical problem-solvers), others thrive on pattern recognition and intuitive leaps (your innovators), while some shine in crisis management (your operational leaders).

The scrum: structured support for neurodiverse leadership

A scrum provides a structured environment where diverse players contribute effectively. Similarly, coaching neurodiverse leadership teams creates a framework for success. As rugby coaches adapt to different positions, corporate coaching helps build inclusive cultures where diverse thinking styles can flourish.

Key coaching strategies for leading diversity:

  1. Position-specific training:
  • Rugby: Props require different coaching from wingers.
  • Business: Adapt communication to individual processing needs. Use visual aids for visual thinkers, structured instructions for sequential processors and auditory methods for those who process information best by listening.
  • Outcome: Enhanced understanding and improved performance.
  1. Creating protected space:
  • Rugby: The scrum provides a protected space for specialised roles.
  • Business: Establish work environments that adjust to different sensory needs and different focus styles. Offer quiet spaces, flexible working arrangements and minimise distractions.
  • Outcome: Increased productivity and engagement.
  1. Clear signals and communication:
  • Rugby: Distinct calls and signals for different plays.
  • Business: Experiment with multiple communication channels (email, instant messaging, face-to-face) to suit diverse processing styles. Ensure clear and concise messaging once you know what works.
  • Benefit: Improved information retention, team coordination and reduced misunderstandings.

Open play: Adapting to different processing speeds

In open play, players process information and react at different speeds, and this unpredictability can be a powerful advantage. The same applies to leadership, understanding and leveraging different thinking styles can make teams stronger. Some leaders are quick intuitive decision-makers who excel in high-pressure situations, while others are methodical analysts who thrive in detailed planning. Some have a natural ability to spot patterns and identify opportunities, while others bring innovative problem-solving skills, finding unexpected solutions. Coaching helps leaders recognise both their own and their team’s diverse strengths, enabling them to harness these abilities effectively and build a more adaptable, high-performing team.

The line-out: Leadin diversity to building on individual strengths

A successful line-out relies on players with different cognitive approaches to timing and coordination. Similarly, strong leadership comes from recognising and integrating diverse thinking styles. Effective coaching helps organisations identify these strengths, build well-balanced teams, develop inclusive communication and create support systems that enable everyone to contribute to success.

Training ground: creating safe spaces for growth

Just as rugby teams need a supportive training environment to grow, organisations must create spaces where neurodivergent leaders can develop their skills with confidence. They need opportunities to practice new approaches without fear of judgment, receive feedback that aligns with their thinking style and refine strategies that suit their natural way of processing information. By creating this kind of environment, leaders can build confidence in their unique problem-solving abilities. Creating safe spaces isn’t just about support, it’s about unlocking potential, encouraging innovation and helping team members thrive.

Match day: putting it all together

 On match day, every player knows their role and how they contribute to the team’s success. The same clarity is essential in organisations. Effective coaching ensures clear procedures that adapt to different thinking styles, flexible systems that allow for varied approaches and support structures that bring out the best in each individual. When diverse contributions are recognised and valued, teams operate at their highest level. Match day is where all the hard work comes together to deliver a winning result.

The championship mindset: leading for cognitive diversity 

Championship rugby teams succeed by embracing diverse playing styles, and the best organisations do the same by embracing cognitive diversity. Coaching provides a framework to identify and develop different thinking styles, create inclusive environments and build teams that thrive on complementary strengths. By adopting leadership strategies that accept neurodiversity, organisations can unlock innovation, improve decision-making and drive long-term success.

The final whistle: building your winning team by leading diversity

The best rugby teams actively seek out diverse playing styles. Through targeted coaching, your organisation can create an environment where diverse thinking isn’t just accepted, it’s celebrated as a strength.

Ready to build your championship leadership team?

Just as every excellent rugby team needs a skilled coach, your organisation needs support to unlock its full potential. Whether you want to enhance team performance, create inclusive leadership strategies, develop structures that support diverse thinking or build a more resilient organisation, contact me for a discussion about how we can help your organisation transform cognitive diversity into your competitive advantage.

Hesitation: The perils of the fence-sitter – #2

Hesitation while it might seem like a safe tactic to avoid rejection or disappointment, the habit of not committing to a “yes” or “no” can lead to a host of damaging results.

The cost of indecision can be great, affecting many areas of your life. Hesitating too long often means missing out on experiences, relationships or career opportunities which can damage trust and personal and professional connections. The uncertainty that comes with not making a decision can lead to high levels of stress and anxiety and can decrease your productivity, making it harder to focus and move forward with important tasks. Over time, repeatedly avoiding decisions can erode your self-confidence and harm your self-esteem.

Hesitation can stop commitment

Making a commitment matters because it brings clearness and direction to your life. A clear “yes” or “no” helps you stay focused and gives you a sense of purpose. Being honest and direct, even when the answer isn’t what someone wants to hear, strengthens relationships by building trust and respect. Firm decisions also increase productivity by allowing you to concentrate your energy and resources on your chosen path. Over time, making confident choices can boost your belief in your ability.

Tips for overcoming  indecision

Overcoming  Indecision can be easier with a few simple strategies. Start by setting a deadline to give yourself a clear timeframe for making a decision. Take time to weigh the pros and cons by listing the potential benefits and drawbacks of each option, and trust your gut, as intuition often leads to good choices. Practice mindfulness by staying focused on the present moment instead of worrying about past mistakes or future uncertainties. If you’re still unsure, get advice from trusted friends, family, or a mentor to gain other’s perspectives.

By embracing good decision-making skills, you can jump off that fence, stop any hesitation and move forward to unlock your full potential.

What are your experiences with indecision? How have you overcome this challenge? Share your thoughts in the comments below.

 

Unlocking ADHD talent with AI: A Leader’s Guide

Unlocking ADHD Talent with AI:  The buzz around Artificial Intelligence (AI) often centres on automation and efficiency, sometimes with a hint of anxiety about job displacement. But what if we’re missing a crucial piece of the puzzle? What if AI could be the key to unlocking the untapped potential of a highly valuable yet often overlooked talent pool: neurodivergent individuals, particularly those with ADHD?

The Untapped Power of Neurodiversity in the Age of AI

As a leader in today’s rapidly changing business world, you’re likely navigating the complexities of AI integration. While many see AI primarily as a tool for cost reduction, this perspective risks overlooking a transformative opportunity: leveraging AI to build a more inclusive, innovative, and productive workplace for neurodivergent employees.

Consider this: Individuals with ADHD often possess exceptional creative thinking, problem-solving abilities, and a knack for identifying innovative solutions—precisely the skills that will become even more valuable as AI takes over routine tasks. Yet, traditional workplace structures often fail to support these individuals in leveraging their unique strengths, which is a loss for both the individual and the organization.

Beyond Compliance: AI as a Catalyst for Inclusion

The Equality Act 2010 in the UK recognizes ADHD as a protected characteristic when it significantly impacts daily activities. This isn’t just about ticking a box; it’s about understanding that supporting neurodivergent employees is a legal obligation and a strategic advantage.

“Employers can often be short-sighted when it comes to their duty to make reasonable adjustments, thinking only of immediate and obvious ways to make changes to the working environment. Sadly, the adjustments made are sometimes simply a nod to the legislative requirements, and these can end up being both ineffective and disempowering to the individual. By thinking more creatively about how they can use technology to enhance the performance of neurodiverse employees, organisations will not just be retaining excellent employees and enabling them to maximise their contribution to the business, but they will significantly reduce the risks of disability discrimination claims against them. “

Sophie Whitbread, Senior Employment Associate Penningtons Manches Cooper LLP

Forward-thinking organisations realise that AI can be a game-changer in providing reasonable adjustments. Imagine AI systems that:

  • Structure Chaos: Transform overwhelming task lists into manageable, structured workflows, breaking complex projects into digestible steps.
  • Personalized Reminders: Provide intelligent reminders and organisational tools that complement ADHD thinking patterns, minimising distractions and maximising focus.
  • Optimized Workspaces: Create customised work environments that minimise sensory overload and support concentration.
  • Enhanced Communication: Facilitate clear and concise communication, reducing misunderstandings and improving collaboration.

The High Cost of Short-Sighted AI Implementation

When organisations view AI solely through the lens of cost-cutting, they risk losing their most innovative thinkers. Employees with ADHD often bring unique perspectives, passionate engagement, and a high degree of resilience to their work. Their ability to think outside the box – to see connections others miss and generate novel solutions – is precisely what organisations need in an AI-driven world.

The real threat isn’t that AI will replace jobs; a short-sighted approach to AI implementation could drive away the talent that organizations need to thrive in an AI-enhanced future.

Creating New Opportunities: AI as an Enabler

Progressive leaders are already exploring how AI can create new roles and opportunities that capitalise on the strengths of neurodivergent employees. When AI handles routine tasks, individuals with ADHD can focus on:

  • Strategic Vision: Contributing to high-level planning and innovative thinking.
  • Complex Problem-Solving: Tackling challenging issues that require creative solutions.
  • Human-Centered Design: Designing products and services that meet diverse needs.
  • Relationship Building: Leveraging their emotional intelligence to foster strong teams and client relationships.

The Path Forward: Strategic AI Integration

To truly harness this potential, leaders must:

  • Shift the Mindset: Recognize AI as a tool for workforce transformation, not just job replacement.
  • Invest Strategically: Invest in AI systems supporting and enhancing neurodivergent thinking styles.
  • Create New Roles: Design roles that leverage the unique strengths of employees with ADHD.
  • Prioritize Inclusion: Ensure AI implementation includes appropriate accommodations and support for neurodiversity.
  • Protect Innovation: Balance the need to protect intellectual property with the desire to foster innovation.

A Call to Action: Lead the Change

Unlocking ADHD Talent with AI is a pivotal opportunity for organisational leaders. Those who see it merely as a cost-cutting measure risk losing the diverse perspectives and innovative thinking that fuel business success. Instead, forward-thinking leaders should embrace AI as an opportunity to create more inclusive, dynamic workplaces that unlock the full potential of all employees, including those with ADHD.

The question isn’t if AI will transform your organisation – it’s how you will use that transformation. Will you automate, downsize, or leverage AI to build a more innovative, inclusive, and prosperous future? The organisations that thrive in the age of AI won’t be the ones that cut costs. They will be the ones that strategically leverage AI to unleash the full potential of their diverse workforce, creating a win-win for both the organisation and its employees. The time to begin this journey is now.

Let’s discuss: How is your organisation preparing to support neurodiversity in the age of AI? Share your thoughts and experiences in the comments below! #AI #Neurodiversity #ADHD #Leadership #FutureofWork #Inclusion #Innovation

Created in collaboration with Dan Sodergren
www.aileadershipcourse.com

 

Saying NO: a neurodivergent guide – #1

Saying “no” can be a daunting task, especially for those of us who are neurodivergent. We often feel pressured to please others and avoid conflict, leading us to overcommit and experience burnout. However, learning to say “no” effectively is an important skill for maintaining our well-being and setting healthy boundaries.

Why saying NO is so hard

Some of us may have a fear of disappointing others. We worry about how others might see us if we say no to what they are asking and have difficulties setting boundaries. We struggle to prioritise our own needs and say no to things that don’t fit in with our goals. We can also experience a dopamine hit when we say “yes” that can provide a temporary sense of satisfaction, but it can lead to long-term stress and overwhelm.

Tips for saying NO effectively

Remember that it’s okay to say no. Making sure your own needs are met is not selfish. Clearly communicate your feelings and needs without blaming or accusing others, for example you could say, “I’m feeling overwhelmed right now and need to prioritise my own tasks. Use “I” statements to talk about how you are feeling. You could also offer different approaches, for example, you could suggest a compromise or alternative solution and say something like, “I can’t take on that project right now, but I could help with a smaller task.” If you’ve decided to say “no”, stand firm in your decision and avoid apologising unnecessarily. Use a calm and confident tone of voice.

Create time to think

If you’re unsure about a request, don’t feel pressured to answer immediately. Ask for time to consider your options and come back with a thoughtful response. Have something up your sleeve to say like, “can I take 30 minutes to think about that” or “I’d really like to think this over, could you pop it in an email?”

Remember, saying “no” doesn’t make you a bad person. It’s a sign of self-respect and self-care. By practicing these tips, you can learn to say “no” with confidence and ease.

If you would like to polish your “saying no” skills let’s have a conversation.

 

 

 

Neuroinclusive meetings what an excellent recipe looks like.

Neuroinclusive meetings can be an excellent opportunity to share ideas and collaborate with team members. However, poorly run meetings can sometimes feel like a waste of time and even create unnecessary stress. This is especially true for neurodiverse individuals who may benefit from additional preparation time.

With the right “ingredients,”  you can create productive and inclusive meetings for everyone. Let’s explore the recipe for the perfect meeting!

Agendas for neuroinclusive meetings

Send the agenda out at least twenty-four hours in advance. This helps reduce anxiety by letting everyone know what’s expected of them and what they must do to prepare. It also forces you, the meeting organiser, to be structured with your thoughts so you know what you want to say and what outcome you’d like to achieve from the meeting.

NB: If you need to make last-minute changes, don’t do it often; if you do, clarify why it’s different.

Be clear

Be clear about the purpose of the meeting and what each participant is expected to contribute. Give people the option to decline if their attendance isn’t essential, and ensure that only those who genuinely need to be there are included. Politely but firmly exclude those who aren’t necessary, even if they insist on joining.

In the words of Brene Brown,” Clear is kind; unclear is unkind”.

Be specific

Be clear about the specific length of the meeting and stick to it. Ideally, allow enough time for everyone to get there and for them to leave and visit the restroom or grab a coffee before their next meeting.

Make it clear

Communicate with those attending and ensure that only those who make a valuable contribution are invited. There’s no sense in having people present with nothing to contribute or do more urgent work than necessary. Clearly outline the meeting’s objectives and the intended outcomes for everyone involved so participants know why they are there.

Location

Ensure everyone knows where the neuroinclusive meeting will be held, whether online or face-to-face, especially if new people are coming.

(If it’s on Zoom and you’ve been using Teams for the last six months, you may need to update your software, which can take extra time.).

Food for neuroinclusive meetings

If the meeting is going ahead during mealtimes, ensure you’ve worked out how people will refuel themselves. I often rule that I won’t attend a meeting during lunchtime, especially if decent biscuits aren’t available… I’m working on this with many people.

Limit smells

Encourage your team to be considerate about smells. Some smells can be overpowering for neurodiverse individuals; for example, solid perfumes and aftershaves can make it difficult for some people to concentrate.

Dress code for neuroinclusive meetings

If it’s informal, keep it informal, but let them know if there are any expectations regarding what people need to wear.

Wrap up the meeting

It is always a good idea to reserve time at the end of the meeting to recap what was discussed, confirm the agreed actions, and clarify who will be responsible for carrying them out. This ensures everyone leaves with a clear understanding of the next steps.

I hope these tips inspire you to transform unstructured meetings into productive and successful collaborations. Remember, great meetings often come from a willingness to experiment and refine. Don’t hesitate to try new approaches and seek feedback on the best way to discover what works so you can continuously improve.

Neurodiversity, education leadership, and being human

In the rapidly changing landscape of the UK’s education sector, education leadership are at the forefront of innovation, facing an array of challenges that are magnified for those who are neurodivergent. Neurodiversity encompasses a range of conditions, including autism, ADHD, dyslexia, and other traits. An estimated 20% of the working population identifies as neurodivergent. This percentage is thought to be even higher in fields that demand creativity, innovation, and hands-on skills, such as information technology, engineering and the arts.

The journey to education leadership for neurodivergent individuals is often paved with significant obstacles, yet their unique perspectives are invaluable in driving innovation and fostering inclusive environments. However, as organisations evolve, the strategies that previously facilitated their success may require adjustments. It becomes crucial for these leaders to reassess and adapt their approaches to maintain effectiveness and navigate the complexities of organisational change.

One of the primary challenges neurodivergent leaders face is the pervasive lack of understanding and awareness about neurodiversity in the workplace. Many have surmounted considerable barriers to attain their current positions, only to find that the very strategies that propelled them into leadership roles now need revision. Without widespread recognition of the strengths and challenges associated with neurodiversity, these leaders may struggle to adapt and thrive.

Why education leadership matters

Consider the example of a leader within a large organisation who, despite excelling in financial performance, found his ADHD traits hindering his ability to navigate the internal politics of his organisation. His innovative efforts led to substantial success from a profit and loss perspective, yet behavioural misunderstandings placed him on a final written warning. Only through targeted support aimed at helping the organisation understand the root of these behaviours and assisting the leader in developing more effective strategies was he able to turn the situation around.

Support Systems

Another prevalent issue is the inadequacy of support systems. Often, when leaders perform well, their needs are overlooked. However, when challenges arise, questions about the individual’s competency are posed instead of inquiries into the underlying causes of their struggles. For instance, another individual I worked with was grappling with the impacts of a family bereavement and the breakdown of a personal relationship. These challenges overwhelmed them, affecting their ability to lead their team effectively. Combined with years of masking their difficulties, they were on the verge of burnout. Through careful analysis and engagement, a plan was developed that allowed them to take the necessary time to recuperate, reengage with their team, and ultimately return to their leadership role with renewed strength.

Adjustments

Workplace adjustments are often pivotal for neurodivergent individuals but can be perceived as a sign of weakness for leaders. Accessing these adjustments can be daunting and may not adequately consider the individual’s needs, including how they interact with their team, manage their time, and cope with various pressures. By reassessing these processes to be more inclusive and tailored to the leader’s needs, organisations can significantly enhance the effectiveness of neurodivergent leaders.

Getting social right

Social interaction can pose challenges, particularly in senior roles where networking and forming connections with other organisations are crucial. Navigating social situations can be daunting for individuals with neurodivergent traits, such as those on the autism spectrum. I recently supported a senior leader who struggled with the concept of small talk, finding it irrelevant to his passion for mathematics and coding. By recontextualising small talk as a mathematical exercise, we developed strategies that allowed him to view social interactions through a different lens, facilitating improved communication and networking opportunities.

Dealing with Stigma

The stigma and stereotypes surrounding neurodiversity in the workplace can be pervasive and damaging. Neurodivergent individuals are often perceived as awkward, complex, or “special,” obscuring the unique perspectives and skills they bring to their roles. It is imperative to challenge these stereotypes and recognise the diverse contributions of neurodivergent leaders beyond conventional expectations.

Lastly, mental health and well-being are paramount. Creating an environment where it’s acceptable not to be okay and promoting open, meaningful conversations allows individuals to embrace their identities fully, amplifying their strengths and effectively managing challenges. I believe it’s pivotal that neurodivergent leaders are supported in maintaining their capacity to operate well. This often hinges on them having safe spaces to download and process what they’re doing so they can be the most effective for their organisations and teams.

Why support for education leadership is essential

In conclusion, supporting neurodivergent leaders within the UK’s education sector is not merely a matter of accessibility but is essential for fostering a culture of innovation and inclusivity. By addressing the challenges they face, from the lack of understanding and inadequate support systems, to the need for tailored workplace adjustments and breaking down stigma and stereotypes, we can unlock the full potential of neurodivergent leadership. This benefits the individuals and enhances organisational performance, creativity, and resilience.

As we move forward, let us commit to creating environments that recognise and celebrate the unique contributions of all leaders, paving the way for a more inclusive and dynamic future.

Getting interview ready: empowering neurodivergent job seekers

By Sophie Whitbread, Managing Associate, Employment, Penningtons Manches Cooper LLP

A BBC News article caught my attention recently. It highlights the difficulties faced by an autistic man who is trying to return to the workplace but struggling to do so. He has encountered stumbling blocks when seeking changes to arrangements for making applications for jobs to accommodate his autism. For him, some simple changes to the application process, including having tick-box options on application forms instead of free-form text boxes, and the ability to see interview questions in advance, are adjustments that would help him to succeed when applying for roles. His story shows that many employers are unwilling to make adjustments to application and interview arrangements, which is holding back potential candidates from work.

This is backed up by the findings of the Buckland Review of Autism Employment, published in February 2024. This review found that around one third of autistic employees felt unable to discuss their adjustment needs at all. Of those who did request adjustments, over a quarter were refused.

Whilst the BBC article and the Buckland Review relate to those with autism, these difficulties are faced by neurodivergent applicants across the board.

The law

Disabled applicants are protected by the Equality Act 2010, which requires employers to make reasonable adjustments for them where an aspect of the application process puts them at a substantial disadvantage. However, it is clear that this is far from what happens in practice in every case.

Getting the adjustments you need

As highlighted by the Buckland Review, many disabled people will not mention their need for adjustments. This may be because they feel they can – or ought to be able to – manage without. Sadly, it may also be because they fear, rightly or wrongly, that the employer will react negatively if asked to make adjustments.

Here are some tips on how to put yourself in the best position when making job applications:

1. Be really clear about your disability and your need for adjustments

The duty to make reasonable adjustments only kicks in when the employer knows or ought to have known about an applicant’s disability. It is therefore vital that applicants are upfront about the fact that they are disabled. This is particularly important with neurodivergent conditions where the impact of the disability may not be immediately obvious.

2. Be clear and specific about the impact of your disability and the adjustments that would help you

If an employer is to make a meaningful adjustment, they need to understand what the impact of your disability is, what the proposed adjustment is and how it will alleviate that impact. Again, if they do not know this, and they ought not reasonably to have worked it out for themselves, there is no obligation to make an adjustment.

Compare two unsuccessful disabled applicants whose cases recently went to the employment tribunal.  Mr Mallon was required to complete a short online application form to apply for a role. He asked instead that, because of his dyspraxia, he be allowed to make an oral application and provided some information to the employer about how dyspraxia affects people generally. The employer refused to do this and Mr Mallon brought a claim in the employment tribunal. The tribunal found that it would have been reasonable for the employer to pick up the phone to try to help Mr Mallon in progressing his application. What Mr Mallon particularly struggled with was being able to set up a username and password to access the form. The tribunal found that the employer could have talked this through with him if they had agreed to speak to him by phone.

Mr Glasson, on the other hand, did not go far enough in explaining to a potential employer what the impact of his disability was. Mr Glasson has a stammer and, prior to an oral interview for a job, he told the employer that he needed more time to complete his answers. However, what he did not tell them was that, in addition to this, his stammer meant that he would go into what he described as ‘restrictive mode’ when answering questions, giving shorter answers to some questions than he otherwise might, as a way of avoiding stammering. Although Mr Glasson performed well at his interview, he scored one point behind the second most successful candidate. He brought a disability discrimination claim in the tribunal but was unsuccessful. This was because he could not show that the employer knew of the impact of his stammer on the length of his answers, only that he might need more time to complete them. We do not know what would have happened if the employer had been aware of this. It may have made no difference at all, but Mr Glasson did not put himself in the best position he could have done in advance of that interview.

3. Plan ahead

We can all find it hard to think on our feet, and those with neurodivergent conditions may find it more difficult to respond in the moment to a question about the need for reasonable adjustments. Do therefore spend time thinking about what it is that you find difficult and what helps to alleviate that. Look carefully at application interview information and ask questions about the format so that you know what to expect. Before you even apply for jobs, sit down and – ask for help if you need it – try to think of the different scenarios you might find yourself in and the effect they may have on you.

Whilst employers may be expected to have some general knowledge about a particular condition, disabilities affect everyone differently. For example, the autistic applicant highlighted in the BBC News report above says that he finds tick boxes easier to complete rather than free-form questions on an application form. By contrast, another autistic job applicant succeeded in an employment tribunal case because they had not been allowed to provide short written answers as an alternative to a multiple choice question. Everyone’s disability and the impact it has on them is therefore different and it is really important that you spend time thinking about your own personal situation.

Some people find the Health Adjustment Passport (HAP)  helpful as a way of thinking about their disability and how it affects them, both at the application stage and more generally in the workplace.

If you have not had an Access to Work assessment, you could apply for one to see what support you could get in applying for jobs.

4. Set out your needs in writing

Try to draw up a clear written record (using a HAP or not, to suit you) of the adjustments you need and why you need them. Get some help putting this together if you need to. It will act as a useful reminder for you of what you need as well as being something you could send to a potential employer. If all goes wrong and you find yourself in an employment tribunal, it is something you can rely on as evidence that you have communicated clearly about your disability to the prospective employer.

Note to employers

It can be daunting as an employer faced with prospective employees with a whole range of different disabilities, including neurodivergent conditions. The easiest approach can be simply to apply your normal procedures and hope everyone can get on with them. By doing this, you put yourself at risk of employment tribunal claims from disabled employees where you have failed to make reasonable adjustments. Arguably more importantly, however, you not only deprive those individuals of the possibility of working for you, but you deprive your business of the potential that they may bring to it.

There is no substitute for open and honest communication when it comes to talking about reasonable adjustments. You do not have to be an expert on every disability. The most important thing you can do is to listen and take seriously the concerns of disabled applicants. Keep an open mind as to the changes you can make to your application process to facilitate a wider pool of applicants. You then may be surprised by the positive impact this has on your business going forward.

A blog about services

For employers

Workplace Needs Assessment

This is for individuals who are having difficulties with everyday tasks in the workplace and aims to make recommendations to help improve the effectiveness of the individual.

Neurodiversity Awareness Training

An introduction to neurodiversity that will help people understand the various neurodivergent conditions such as dyslexia, dyscalculia, autism, dyscalculia and ADHD.

Leadership Coaching

This supports leaders in their thinking journey and is especially useful when considering neurodiversity within the workplace. This coaching can be focused on supporting leaders from neurominority groups.

For individuals

One-to-one Coaching

This service helps neurodivergent individuals deal with everyday life more effectively. It is designed to build on existing skills, and introduce new ones focused on improving workplace effectiveness.

Technology Mentoring

Assistive technology mentoring is about helping you understand how technology can solve your workplace difficulties. What’s important is finding solutions that work for you in your workplace.

Workplace Needs Assessment

This is for individuals who are having difficulties with everyday tasks in the workplace and aims to make recommendations to help improve the effectiveness of the individual.

Accredited courses

Dyslexia Champions™

This program equips individuals to be good listeners, approachable, knowledgeable and impartial and will help them become ‘qualified to guide’ colleagues to support neurodivergent conditions.

Neuroinclusive Practice™

This program is designed to equip leaders, line managers, supervisors and HR personnel to ‘spot the signs’ and be able to effectively manage and support neurodiverse staff in the workplace.