Neurodiversity in the Workplace: Why This Matters to Me
- 55 minutes ago
- 2 min read
Over the years, I’ve become increasingly convinced that neurodiversity is one of the most misunderstood (and undervalued) dimensions of diversity in the workplace. Not because organisations don’t care, but because many of our systems were never designed with cognitive difference in mind.
In my role as a technology leader, I work with people who think deeply, connect ideas quickly and often see the end of a problem long before others have reached the midpoint. Many of those strengths are closely associated with neurodivergent thinking. Yet those same traits can sometimes be misread, perhaps as rudeness, disengagement or impatience when viewed through a traditional lens.
For example, when I’m talking to someone, sometimes I'm not looking directly at them. That’s not a lack of interest or respect, it’s because I’m accessing information, processing ideas or mentally mapping the problem we’re discussing. Similarly, my mind can jump ahead quickly, I may already be at the conclusion (which I will be convinced is correct) while someone else is still working through the steps. I try not to interrupt, but occasionally I will impulsively speak before someone has finished. These behaviours aren’t about attitude, they’re about how different brains work.
This is where understanding really matters, a major part of supporting neurodiversity starts with a simple question: “How can I best support you?” Not everyone learns the same way. Not everyone processes information best through slides, group discussion or on‑the‑spot training. Asking people how they learn and listening to the answer is one of the most practical, human things a leader can do.
Too often, we assume that the way we like to be trained, briefed or managed works for everyone else. Some people prefer written instructions, some need time to reflect before responding, others thrive in lively discussion or in quiet, structured problem‑solving. None of these approaches are better or worse, they’re just different.
Another important shift is separating intent from impact. Eye contact, body language, tone, and conversational rhythm are frequently used as proxies for engagement or respect, but they are unreliable indicators for neurodivergent colleagues. Judging contribution by outcomes rather than behaviours reduces bias and keeps the focus where it belongs: on value.
Psychological safety sits at the heart of this. People do their best work when they don’t have to mask, second‑guess themselves or worry about being misinterpreted. Leaders set the tone by being explicit, patient and open to difference.
For me, neurodiversity is ultimately about respect. Respect for difference, respect for dignity, and respect for the fact that talent doesn’t come in one shape, communication style or one way of thinking. When we stop asking people to fit the system and start designing systems around people, everyone wins.
John Doublard
Trustee, ADHD Jersey
