Strengths, struggles, and the realities of neurodiversity at work

Let’s start with a few statistics and a bit of information…

• Globally, it’s estimated that 15-20% of people are neurodivergent.
• Confusingly, given our first statistic of 20% of people being neurodivergent, in the UK it’s estimated that 53% of Gen Z identify as neurodivergent (is this down to more diagnosis or lifestyle/medical factors?) according to a report by NeuroBridge.
• According to Milliken neurodiverse teams are 30% more productive than non-diverse teams.

But…

• Around 33% of neurodiverse employees are dissatisfied with the support they get at work.
• 51% have taken time off work because of their neurodivergence.
• 41% of neurodivergent employees feel affected by challenges in the workplace most days.

These numbers show the mix of opportunity and challenge that still exists. To see how we got here and why some organisations are further ahead than others, it’s worth looking back at the workplace history of neurodiversity.

The workplace ‘history’ of neurodiversity

(this is a personal perspective)

Wow, this sounds harsh when I read it back, but this, from my experience, has genuinely been the mindset of employers and society to neurodiversity:

• 50 years ago: let’s not even go there…
• 20+ years ago: those with dyslexia lacked intelligence or were slow learners. Those with ADHD were naughty and disruptive. Those with autism were viewed as difficult, lacking essential social skills, quick to anger and often unemployable. Let’s not forget, though that a few companies like IBM recognised value early on, but that kind of approach was, by and large, limited to a few tech companies.
• 10+ years ago: we’re now recognising neurodivergency but with the mindset of “let’s support them so they can ‘fit in’ or just be more like ‘everyone else’”.
• 5+ years ago: let’s see what opportunities might present if we employ those who are neurodivergent. We think that if we have just a few of them in the team we might add some real value including competitor advantage.
• Today: More and more, people are talking about neurodiversity in positive terms. Richard Branson calls his dyslexia a “superpower”. We also see acknowledgement that history is full of leaders and innovators who were likely neurodivergent too.

At the same time, we can’t forget that millions of organisations remain 10+ years behind on this journey, and discrimination and misunderstanding are still very real for many.

But when the right support is there, what strengths can shine through?

The superpowers neurodivergent people can bring to work

Not everyone will have all of these, we are all individual, and the different neurodivergences lend themselves to different traits. But do you have any of these within your team?

• A brilliant eidetic or visual memory.
• Complex problem solving at the speed of light.
• A fresh way of thinking, seeing problems and challenges.
• Incredible focus.
• Astounding attention to detail.
• Heightened creative mindset.
• A professional juggler of many things at one time.
• Great customer insight.
• Resilience derived from a lifetime of identifying strategies to overcome difficulties.
• Logic without the entanglement of emotion – or, in others, a deep emotional attunement.

How neurodivergence shows up in the workplace

If someone on your team has a neurodivergent “superpower”, in an ideal world, everyone benefits, but the reality can be more complex. In practice, people often fall into different patterns:

• Leaning into strengths: sharing and demonstrating what kind of different thinking and behaving they can bring to the team, while continually self-developing to maximise their effectiveness.
• Putting themselves in a box: holding self-limiting beliefs that define what they can and can’t do. This can create an expectation that others should make all the adjustments, while giving themselves permission not to explore new approaches or continue growing.
  (As a trainer, when someone says to me “I am who I am”, it’s truly one of the most de-energising, heart-breaking phrases I hear. We all need to learn and grow across our lives and expecting others to always adapt to us is inevitably going to result in frustration or conflict).
• Getting caught in a negativity loop: focusing mainly on barriers or only the negative, while ignoring positive experiences. It becomes the primary filter through which they see their work life. (This is not negating those who experience genuine and significant discrimination).
• A combination of all of the above

So, how do we help people understand and lean into their strengths rather than get stuck in unhelpful patterns?

Helping neurodivergent talent thrive

I am reminded of the quote “we all too often recruit for diversity, but later dismiss for difference”. It’s an important reminder that inclusion isn’t just about getting people through the door. It’s about what happens once they’re in the team.

Just having someone in the team who is neurodivergent turn up to work each day, doesn’t mean you’ll see their full value. Managers need to take time to understand what needs to be done to ensure both employee and organisation benefit. This is not an easy ask!

But here are just four of my ideas:

Look for strengths
Don’t assume value comes from someone simply being in the room. Take time to explore each person’s unique strengths and how those can bring value.

Support self-awareness
Not every neurodivergent individual knows their own strengths, especially if diagnosed later in life. Training, coaching, and development can help them grow confidence, self-awareness, and impact.

I am thinking here of confident communication training (assertiveness), building confidence, understanding your personal strengths, resilience, emotional and social intelligence, adaptability, accountability, creative thinking and so on. Perhaps not mainstream, but all designed to develop the person, which in turn will ensure your employees have enhanced self-awareness.

Go person by person
Instead of blanket changes (like adjusting lighting or noise for everyone), find out what helps each individual work best and then balance individual needs with the reality of managing a whole team (or organisation).

Educate the blockers
Identify who in the organisation struggles with different thinking and therefore is likely blinded to the value that different thinking can bring to the organisation – what education or support can you give these leaders, managers and colleagues to help them better understand and therefore be in a position to better support/role model/advocate?

Voices from our team

It’s one thing to talk about research and theory. It’s another to hear from people directly. Two of our colleagues, Sammy and Amelia, wanted to share what neurodivergence looks like for them, the strengths they bring, and the adjustments that make a difference.

Sammy
“My ADHD means I approach problems creatively, adapt quickly to change, and bring high levels of energy and focus when engaged in projects that matter. I’m naturally curious, resourceful, and often find innovative solutions to problems because my brain makes connections others might not see. The biggest impact for me has come from working in organisations that set clear goals and allow me to implement adjustments like wearing headphones to reduce distractions. I’ve found that when a workplace embraces and supports neurodiverse employees, companies can unlock fresh perspectives and be inspired to approach challenges in new ways.”

Amelia
“Because of my dyslexia, I do think a little differently, and I’ve found that can actually be a real strength in a business. I’m good at spotting the bigger picture, making connections others might not notice, and coming up with creative solutions. It’s made me resilient and determined too, which definitely helps at work. What really supports me is having clear written communication in one place and, whenever possible, having instructions or tasks in advance. That way I can double check everything properly and make sure I deliver my best.”

In summary

Most researchers in recent years seem to agree that those organisations that have a robust and sustained approach to/capability for innovation are the ones that excel and survive in this challenging world of ours.

Also, that a diverse, including a neurodiverse, workforce is one of the keys to ensuring great innovation and growth.

So how are you doing with all this? It’s a lot of learning, a lot of challenging our own thinking, a lot of rethinking behaviours and systems of work, but I genuinely believe that there is huge value to be had if we can find a way to unleash the exciting potential in our team members.

Let us know now in the comments below…