Different leadership styles can have drastically different outcomes for neurodivergent people. While micromanaging is not good for anyone, it is particularly detrimental to neurodivergent people. You may think that you need to micromanage neurodivergent talent due to their executive function challenges but this would be a mistake! Neurodivergent people are very motivated by their special interests, solving problems and often a sense of justice and fairness. Tailoring your leadership style to maximise supporting these strengths is vital for creating a workplace where everyone can thrive and use their real strengths. To get the best out of neurodivergent employees, managers should adopt a leadership style that embraces inclusivity, flexibility, and a strengths-based approach. Here are some key elements of an effective leadership practice for supporting neurodivergent employees:
Clear communication: Provide clear and concise instructions, expectations, and feedback. Use straightforward language and avoid ambiguous or vague communication. Neurodivergent individuals often appreciate directness and clarity in communication. (This is not the same as micromanaging as you are not telling someone how to do their job.) Some individuals may prefer written instructions, while others may benefit from visual aids or clear verbal instructions. Offer constructive feedback in a supportive and specific manner to help them understand expectations and improve performance.
Individualised support: Recognise that each neurodivergent employee is unique and may require different types of support. Take the time to understand their strengths, challenges, and preferred working styles. Tailor your management approach and provide individualised accommodations or adjustments when necessary.
Flexibility and autonomy: Offer flexibility in work arrangements and tasks, whenever possible. Neurodivergent individuals thrive when given the autonomy to work independently and utilise their unique problem-solving approaches. Allow for flexible schedules, workspace customisation, and alternative work methods to accommodate their needs.
Strengths-based approach: Focus on identifying and leveraging the strengths and talents of neurodivergent employees. Encourage them to work in areas that align with their skills and interests. Recognise and celebrate their contributions, providing opportunities for growth and development in their preferred areas. Also, ask them what they would be interested in or tell them a problem that needs solving and encourage them to go and work on finding solutions.
Emotional support and understanding: Foster a supportive and understanding work environment. Be approachable and available for discussions about challenges or concerns. Provide emotional support and create a safe space where employees feel comfortable expressing themselves without fear of judgement or reprisal. Providing additional support, such as access to mental health resources or employee assistance programs, can also contribute to their overall well-being.
Clear expectations and structure: Establish clear expectations, routines, and structures that help neurodivergent employees navigate their tasks and responsibilities. Provide clear guidelines and deadlines, as well as a predictable work environment that reduces uncertainty and anxiety.
Collaboration and teamwork: Encourage teamwork and collaboration among employees. Foster an inclusive culture that values diverse perspectives and encourages open dialogue. Facilitate opportunities for neurodivergent individuals to contribute their unique insights and skills within a collaborative setting.
Continuous learning and development: Neurodivergent people are often voracious learners and very good at being a beginner-to-expert very quickly. Support ongoing learning and professional development by providing opportunities for training, mentorship, and coaching to enhance their skills and support their career growth. Encourage a growth mindset and a culture of continuous improvement which will encourage neurodivergent people to have freedom to follow their interests and solve problems.
Adopting this more inclusive and flexible leadership style is challenging and hard work. It will certainly test your leadership skills and if this more open style does not bend to your natural style you may feel like you are not as ‘in control’. However, the rewards when you create the environment for neurodivergent people to thrive are so much greater than the costs associated with implementing it. And for an economic incentive… the neurodivergent person can be over 100% more productive than their peers and we are very loyal employees and collaborators. Not only do these adaptations support neurodivergent individuals but adopting these leadership practices is also beneficial to all employees and should not be seen as giving preference to a few individuals.
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