NeuroDiversity at Work: Your Neuro-Inclusive Workplace

NeuroDiversity refers to the idea that there is a natural and broad spectrum of differences within the human brain and nervous system, including variations in cognitive, sensory, and emotional experiences (that often vary significantly from person to person). These differences may be seen in how NeuroDivergent people communicate, move, or engage with the world around us.

Our minds are DIFFERENT, but different is not bad. In fact, in businesses, differences and diversity can be strengths.

NeuroDiversity (and diversity in general) can be a valuable asset to businesses because having a group of individuals with varied lived experiences, perspectives, and brains together on a team can help to create a wider variety of ideas and approaches that can drive innovation, creativity, and achievement. However, we must first confront the biases and other obstacles that hinder NeuroDivergent success.

How Biases Create Obstacles

Despite making up an estimated 20% of the population, NeuroDivergent People often face significant biases and obstacles in workplace settings, impacting our well-being, effectiveness, and potential.

It can be difficult to empathize with experiences you don't have (and needs you do not understand) regardless of one's brain type, leading to misconceptions and biases that can create obstacles for people whose minds diverge from average (despite our unique strengths and talents).

Biases towards NeuroDivergent People, such as assumptions of incompetence, lack of intelligence, or decreased reliability, create obstacles by perpetuating harmful stereotypes and limiting opportunities for inclusion, leading to a lack of understanding and empathy, resulting in work environments that are not supportive or welcoming (and may exclude or harm) those with diverse minds.

We must recognize and address our biases, misconceptions, and assumptions to create a truly inclusive and supportive environment for people of varied brain types.

Supporting Cognitive and Organizational Differences

Cognitive and organizational differences (which can affect memory, attention, processing speed, and executive functioning) are common in NeuroDivergent People. These differences mean NeuroDivergent people often have both strengths and weaknesses that are less common amongst those whose minds are considered "average" or NeuroTypical.

NeuroDivergent People's cognitive differences can include skills such as enhanced attention to detail for tasks we're well suited to, pattern recognition, and creative problem-solving (because we see things differently than our Neuro-Normative peers do).

We also can have unique challenges and struggles, especially if we’re not properly supported.

Differences to Consider Include (but are not limited to):

Learning and Information Processing Differences:

• If people process/learn better by watching, listening, or doing and how much repetition they need to learn a new task or skill

• Differences in processing speed, memory, and retrieval

• Varied learning styles, strengths, and challenges

• The speeds that different people adapt to new information, concepts, or situations

Common Cognitive & Organizational Differences:

Executive functioning difficulties:

• Difficulty with planning, organization, or time management

• Trouble with self-regulation, self-monitoring, or impulse control

• Struggling with task initiation, completion, or transitions

Attention and focus difficulties:

• Sustaining attention, staying on task

• Filtering out distractions, sensory overload

• Hyperfocus, getting stuck on details (this can be both a blessing and a curse, depending on the task)

NeuroDivergent minds are non-standard, so we often need "non-standard solutions" to our problems (like adapting non-traditional work schedules and utilizing individualized strategies for time management and prioritization).

Without proper support and accommodations, these cognitive differences can lead to difficulties, including decreased performance and reduced levels of morale and job satisfaction, resulting in unnecessary stress and underutilization of our talents (due to lack of support).

To support these differences, accommodations and strategies may include (but are not limited to):

• Breaking tasks into smaller, manageable steps

• Providing written instructions to supplement verbal information

• Using visual aids and diagrams to aid understanding and/or memory

• Ask the individual what they need to be successful

  
  

Assistive Technology

You may also want to consider or suggest using resources, such as assistive technologies (like text-to-speech software and mind mapping tools) and other tools.

*Check the Assistive Technologies PDF for an expanded list of technology and resources.

Supporting Sensory Processing and Motor Control Differences

True Neuro-Inclusion means recognizing and accommodating sensory processing, motor control, and other brain differences that occur across the human spectrum of minds.

Sensory processing differences refer to the unique ways in which NeuroDivergent (and all) people perceive, process, and respond to sensory information they encounter within the environment, which can result in hypersensitivity, hyposensitivity (over- or under-sensitivity to sights, sounds, smells, tastes, textures), difficulty filtering and modulating sensory information, as well a need to avoid (or seek out) certain sensory experiences.

Motor control differences (related to our proprioceptive and vestibular senses) can impact coordination, balance, and movement.

People may wear hats or sunglasses (even indoors) if light glares create pain, or they may modify the lighting to their unique needs (by adding or removing lights from a workspace). People may use heaters, blankets, or jackets if cold (or cool themselves with fans or use ice packs, if they run hot).

You might see someone using a fidget or stim tool, such as a stress ball, fidget spinner, or rubber band, to regulate the excess energy in their body (that can come from sensory processing, anxiety, or other emotions), helping to enhance their overall well-being and productivity.

Headphones with music and/or noise-canceling headphones can be helpful, enabling people to control their auditory environment, reduce distractions, and focus on work, promoting greater productivity and comfort for the user.

Working in a quiet space (that is not busy and free of distractions) can also be helpful.

Some people may benefit from seeking out a quiet zone or quiet space to work on projects or tasks requiring increased concentration (or if noise and distractions make work difficult). You may need to speak with your leader to figure out work arrangements that work for you and your team.

While remote work may be impossible in some roles (due to specific job requirements or demands), if tasks can be performed effectively from home, some NeuroDivergent People may benefit from utilizing full, partial, or as needed remote work arrangements as a way to accommodate our individual needs (like sensory sensitivities or executive functioning challenges) allowing us to minimize exposure to disruptions, working in a setting or at times that maximizes our productivity and well-being - so we can work when and where we are at our best.

Accommodations are not "perks" employees claim for selfish reasons. They are tools that allow us to give more fully to our work and tasks.

By providing this flexibility, companies can empower employees to give their best, removing the bias that accommodations are a personal indulgence and recognizing that they can be essential tools for unlocking individual (and organizational) success.

Sensory overloads (and other kinds of overloads) are medical events like seizures. They are not something a person can help, once triggered. These overloads can also cause us to experience other related health issues (such as migraines, fainting, vomiting, panic attacks, muscle tension, and injuries).

Depending on the severity of the overload, they can require varying degrees of recovery time. Which is why prevention, through avoiding one's sensory triggers as much as possible (if avoiding the triggers entirely is impossible), by using tools like sunglasses, noise-canceling devices, or stepping away for breaks to moderate ourselves is essential - so we can prevent overloads, reducing the side effects and need for recovery time during (and after) these events.

Access to a quiet room or sensory break space can help people who may need to "step away" to regulate, preventing themselves from becoming overloaded (and sometimes physically sick) from various types of overloads. This is one reason flexible work arrangements, where people can take breaks as needed, removing themselves from sensory hostile environments to recharge), can be helpful to those with sensory (and other types of) processing differences.

Additional sensory solutions may include (but are not limited to):

• Flexible work arrangements to accommodate different work styles, offering regular breaks to avoid sensory overload

• Sensory-friendly seating options (bean bags, balance balls, standing desks, weighted blankets) and adaptive equipment for fine motor skills (specialized grips, ergonomic pens, large-handled tools for those with motor difficulties)

• Opportunities for regular physical activity or exercise (to work extra sensory energy out)

Common Adjustments:

Sight: Dimming, brightening, covering, or turning on or off lighting to adjust to individual needs

Sounds: Earplugs, ear defenders, headphones with music, noise machines, and/or noise-canceling reduce distractions and sensory input

Temperature: Modifications to temperature to suit individual needs. It is often easier to make a space cold for people who run warm and then allow people who run cool to bundle up, use blankets, heaters, or warm themselves (because warm people can only remove so many layers).

Smells: You may choose to enact a scent-free policy or scent-free areas (banning items like pungent foods, like perfume, scented cleaners, and other strong smells from scent-free areas) if someone has trouble with sensory overload related to smell

Emotional Differences

In addition to having different cognitive, sensory, and motor experiences, many NeuroDivergent People also experience emotional differences.

We may have heightened (or decreased) emotional sensitivity and corresponding intensified (or decreased) display and experience of emotions, as well as differences in (and sometimes difficulty with) emotional regulation.

Emotional differences can cause:

• Difficulty managing and regulating emotions

• People to experience mood swings

• More intense emotional experiences (and reactions)

• Struggles coping with stress, anxiety, and overwhelm

• Difficulty recognizing and expressing emotions

It is important to keep this in mind if someone reacts with less or more emotion than other people regarding an event or situation, giving everyone space to feel and express their feelings and emotions authentically.

Communication Differences

Neurodivergent individuals may experience communication differences due to variations in brain processing, which can impact how we engage with, understand, and interact with others.

NeuroDivergent People's communication differences can be found on a vast spectrum, ranging from being very talkative (seeming not to know when to stop talking) to nonspeaking, sometimes using AAC, typing, or sign language to communicate.

You may need to read, write, or type to communicate best with some NeuroDivergent People if they struggle to speak, process, or decode spoken language. Additionally, some NeuroDivergent People may stutter or have vocal tics and stims. We may have difficulty moderating our indoor/outdoor voices or have moments where we cannot make the right (or any) words come out of our mouths (even if we are talkative most of the time).

The amount of time (or information) one needs to gather their thoughts before speaking to a topic can also vary significantly from person to person (depending on the situation, the person's level of comfort and emotional safety, and even the topic of discussion).

Because of The Double Empathy Problem (suggestion for additional reading), lots can be lost in translation when people with very different brains communicate (especially if we assume the other person has the same experience we do when they don't).

Strategies for supporting communication differences:

Remember there is no one-size-fits-all approach to professional communication, as individuals have diverse preferences and needs (in addition to the items mentioned previously), such as varying levels of detail or brevity. These communication needs and differences often will relate to the cognitive, sensory, and motor differences mentioned previously.

TIP: Confirming understanding when giving instructions (and asking for clarification when receiving information in a workplace setting) can be helpful, especially in cross-NeuroType communication (when people with two different NeuroTypes or brain types communicate), as it helps ensure accurate comprehension, prevent miscommunications, and avoid potential mistakes, promoting more inclusive and supportive work environments.

Sharing information in advance, whenever possible, is also an excellent way to help individuals prepare and process data at their own pace, reducing stress and anxiety. In contrast, last-minute information can disproportionately impact NeuroDivergent People, causing feelings of overwhelm and frustration.

By sharing documents and agendas ahead of time, everyone can come to meetings prepared and on equal footing, ensuring a more productive and inclusive discussion.

Additional suggestions for supporting communication include (but are in no way limited to):

• Encouraging self-advocacy and self-expression.

• Set direct, explicit instructions with clear, concise language, avoiding using idioms, sarcasm, and figurative language. Allow time for note-taking (or recording devices), and check for understanding to avoid miscommunications.

• Remaining patient and open-minded. Don't make generalized assumptions or judgments based on what you know (or have heard) about other NeuroDivergent People. Instead, focus on understanding the individual's unique communication needs.

• Respect and validate each person's individual communication needs and style. Ask about preferred communication methods (e.g., written, visual, auditory) and what to avoid when communicating with each person.

• Support accommodations such as alternative communication methods (AAC, written information/text, visual aids, voice memos, voice-to-text, or text-to-speech software).

• You may also want to utilize visual schedules and lists for task planning whenever they are helpful.

In conclusion, by addressing the obstacles NeuroDivergent People encounter in the workplace, we can create more inclusive, equitable, and supportive work environments for everyone.

Recommended Additional Reading:

Online:

The Double Empathy Problem by Damien Milton

An updated article with a few new thoughts on the Double Empathy Problem, called The 'Double Empathy Problem': Ten years on, was released in the fall of 2022.

Books:

Workplace NeuroDiversity Rising by Lyric Rivera

Unmasking Autism: Discovering the New Faces of Neurodiversity by Devon Price, PhD

I am Lyric Rivera, and welcome to Honoring Neurodivergent Authenticity in the Workplace!

Today, we will discuss how, as a NeuroDivergent Person, you can honor your authentic NeuroDivergent self within the workplace (and beyond).

While this video is aimed at NeuroDivergent People, allies can also benefit from watching it, as it will give valuable insight into how you can help support and empower your NeuroDivergent colleagues so they can better show up authentically in the workplace.

Different is GOOD

NeuroDivergent People have brains that diverge from "average."

Our minds are DIFFERENT, but different is not bad. In fact, in businesses, differences and diversity can be strengths.

NeuroDiversity (and diversity in general) can be a valuable asset to businesses because having a group of individuals with varied lived experiences, perspectives, and brains together on a team can help to create a wider variety of ideas and approaches that can help to drive innovation, creativity, and success, allowing businesses to better serve a diverse customer base.

NeuroDivergent People's different cognitive profiles allow us to approach problems and challenges in novel ways, yielding fresh insights and solutions that our NeuroTypical colleagues might not have considered. However, we must first be able to embrace our authentic NeuroDivergent creativity (and not be stifled by neuro-normative expectations).

By embracing diversity, businesses can tap into each employee's unique strengths and talents, helping them unlock their full potential. Moreover, a diverse workforce promotes empathy, understanding, and collaboration, improving team dynamics creating a more pleasant work environment.

Now, let's talk about some practical strategies for NeuroDivergent People who want to lean into their NeuroDivergence at work:

Celebrating Strengths, Honoring Weaknesses

Understanding one's strengths in a workplace setting is crucial for NeuroDivergent (and all) individuals because it allows us to maximize our unique abilities, build confidence, and grow a sense of purpose and meaning.

When NeuroDivergent People recognize (and leverage) our strengths, we can excel in roles that play to those strengths, compensate for our challenges, and communicate our needs more effectively to our colleagues and others around us.

Self-awareness is key for NeuroDivergent People who want to leverage their strengths because it enables us to advocate for accommodations and support, leading to a more inclusive and empowering work environment

Maybe you're a whiz with patterns. Maybe you are a brilliant designer, writer, or artist. Perhaps you're a master of creative problem-solving. Whatever it is, own it and rock it! By embracing our strengths, NeuroDivergent (and all) individuals can thrive while making meaningful contributions within the workplace.

While it is important for NeuroDivergent (and all) people to understand and (lean into) our strengths, we can also benefit from being able to acknowledge our weaknesses and find ways to support (or accommodate) them.

Maybe you struggle to remember when people give you spoken directions. Perhaps you don't handle surprises or last-minute changes well. Maybe you need extra time to process and review new information or a quiet space to work. Maybe you do best when instructions are given to you in writing. Perhaps you do best when you can talk things over with others, or maybe you like to be left alone to figure things out.

Whatever you need to be the best version of yourself (or do your job most effectively), don't be afraid to ask for it!

NOTE: If you don't know your weaknesses (or what you need to be the best version of yourself), you might want to take some time on your own to ponder and get to understand this part of yourself better (regardless if you are NeuroDivergent or NeuroTypical).

Allies, this is where you come in – by listening to your NeuroDivergent colleagues, seeking to understand them, and offering support for your NeuroDivergent co-workers' needs.

Leading by Example

When we lead by example, by honoring our authentic NeuroDivergent communication, expression, and processing styles, we set the tone. We can inspire others to do the same, helping to create a culture of acceptance, support, and inclusivity (where people feel less pressure to hide their differences).

This means being unapologetic about our communication, sensory, and information-processing needs while also being mindful of and accommodating the needs of those we work with and support.

By leading by example, openly NeuroDivergent leaders and team members can help break down stigmas and stereotypes, redefining what effective, accessible communication looks like.

Allies can also set an excellent example of how to be a good ally by helping to amplify the works and efforts of the NeuroDivergent people they work with.

Authentic Communication

Honoring our authentic NeuroDivergent communication in the workplace means embracing one's unique style while respecting and supporting the needs of our colleagues and clients.

By embracing and being true to one's unique communication style, NeuroDivergent people can feel more freedom to express ourselves authentically. This leads to increased job satisfaction (and less stress) because we feel more accepted and can let our guard down – IF our allies accept our genuine communication.

Authentic communication allows NeuroDivergent People to leverage our communication strengths while accommodating our communication challenges.

When NeuroDivergent People can communicate in a way that feels natural to us, we are more likely to feel accepted and valued. We also will be less stressed and tired (if we don't have to communicate using means poorly suited to our skills and needs), reducing the risk of burnout and turnover.

Allies, please respect and support the communication needs of your NeuroDivergent colleagues. It's all about understanding and accommodation.

Managing Workloads

Regardless of your brain type, every person in an organization has job tasks that are agreed upon and expected for people in specific roles. Our tasks will often have due dates and timelines that we are expected to follow.

While NeuroDivergent pace often varies from NeuroTypical pace (and we may have periods of increased productivity followed by crashes), we are still responsible for getting our tasks done in a timely manner.

Some NeuroDivergent People can hyperfocus or get "in the zone," working on something they are passionate about (or well suited to) without stopping for 8 hours straight (or more), while other NeuroDivergent People may need to space out their work, taking many breaks between tasks.

Neither style of work is wrong; both get the job done and can create quality results. Additionally, people may need more beaks when doing demanding tasks or tasks not suited to their natural skills and abilities (because these tasks tend to wear people out more quickly).

Understanding where your energy goes and how to get it back is essential for people of all brain types, especially NeuroDivergent People.

Regardless of NeuroType, all humans peak and wane at varied times of the day.

Are you a morning person who runs out of energy early in the day, OR are you fresher, brighter, and more efficient later in the day (or evening)?

Do you work best in a silent room… or does silence make you want to scream (and you need background noise, like an office, hotel lobby, or coffee shop, to help keep you focused and energized)?

For example, putting some music, a podcast, or other background noise can be a helpful focus tool when doing tasks one finds "boring" or tedious. Stacking draining tasks between energizing tasks can be a great way to manage one's energy and stay motivated.

Can you use any tools (or assistive technology) to support your needs?

NOTE: There are a lot of great tools out there. A list of tools and assistive technology ideas has been provided with the additional resources included with this video.

Do you know which of your work tasks drain you and which energize you (and how to amp yourself up, accommodate yourself, or get support for tasks if needed)?

Knowing when, where, and how you work best is vital to managing your workload because it allows you to work most effectively.

NeuroDivergent people can empower themselves by knowing and communicating which type of work style they have (and their support needs) with peers and people they are collaborating with on projects. Allies can help by being mindful of these differences and needs.

Speaking Up

Part of managing your workload is speaking up when you need help when you're off-track or will miss a deadline, as well as what you need to get back on track.

Part of advocating for yourself (and others) is speaking up when you notice organizational issues that hinder your success (as well as the success of the other NeuroDivergent people you work with).

NeuroDivergent employees, if you see something not working for you or your colleagues, please say something!

Your organization has expressed serious interest in making their workplaces more inclusive for you, but they NEED you to speak up about what you need, what they're doing right, what they are doing wrong and could be doing better.

Allies, your job is to create emotional safety so that your NeuroDivergent colleagues feel safe and encouraged to speak up about issues that harm them, hold them back, or hinder their success.

It is the allies' job to listen when your colleagues share solutions or changes that can be made to create a more inclusive environment, supporting them as they advocate for change.

Additional Resources

If someone is on their phone, it doesn't mean they are "goofing off." They may be using assistive technology.

Tools:

Goblin Tools – helps with planning/list making/breaking things down into simple steps.

Speechify – reads to you (great for people who struggle with reading).

Tiimo is a daily planning app tailored for NeuroDivergent People.

There are also various text-to-speech apps that you can type into, and they will read off the typed text (with pre-loaded messages or messages you type live).

Apple and Google have Calendars, Notes, and Tasks (free tools that sync to all your mobile devices). Google's free tools can be used on both Android and iPhone. Most phones also have digital countdown timers and alarm apps included with them

This is a small list as new apps are being developed every day.

The Assistive Technology Document includes even more tools & resources.

Welcome to Creating Safe and Supportive Work Environments for People's Invisible Differences!

Allies are vital in creating inclusive environments that celebrate and empower both people's invisible and visible differences.

Today, we will explore practical strategies and tips to help you become a supportive and effective ally in various settings and discover how we can build more supportive and accepting workplaces together.

Clear Expectations:

When team members understand how their tasks fit into an organization's larger plans, it can help them better understand how their individual tasks and goals relate to the organization's larger goals (regardless of NeuroType).

Everyone within your organization will benefit from accurate task expectations and explanations where clear guidance, practical, helpful, actionable instructions, and clear feedback (that matches the individual's communication and feedback style) are available and offered respectfully and affirmingly.

While even "NeuroTypical" employees will benefit from having accurate task expectations and explanations, NeuroDivergent people (who often communicate and process information differently) may struggle more than their neuro-normative peers if task expectations are unclear. This can create an unsafe, confusing, and destabilizing environment, where one may feel uneasy if they do not know if they are on track with what is expected of them by others (or not).

This is why clear communication around tasks and expectations (provided in an appropriate and accessible manner) is crucial for supporting NeuroDivergent people within workplaces.

If you feel task expectations given to you are inaccurate or unclear, it is crucial to communicate with those you are collaborating with to ask for caffeination.

Allies can help create this type of dialogue by offering a judgment-free space for people unsure of their expectations to ask questions about their tasks and assignments.

Empathy for NeuroDivergent People & The Double Empathy Problem:

Empathy, emotional safety, and understanding are the foundation of a supportive environment for NeuroDivergent (and all) colleagues.

Actively and empathetically listening while seeking to understand individual experiences and perspectives can help to create a culture of inclusivity, fostering a sense of emotional safety and belonging (enabling team members of all brain types to thrive).

Our society has an unfortunate habit of pigeonholing NeuroDivergent people when we don't "fall in line" with the pre-determined neuro-typically driven social norms (because we're wired differently from our NeuroTypical counterparts).

Additionally, it can be difficult to empathize with experiences you don't have (and needs you do not understand) regardless of one's NeuroType. This is where Damian Milton's Double empathy problem (and the confusion between cross-neurotype communication) comes in.

When two people communicate, the sender and receiver are both equally responsible for ensuring a common understanding (and no misunderstandings have occurred).

The Double Empathy Problem “refers to a breakdown in mutual understanding (that can happen between any two people) and hence a problem for both parties to contend with, yet more likely to occur when people of very differing dispositions” – (link: https://journals.sagepub.com/doi/10.1177/13623613221129123)

Communication comes in two parts - outgoing and incoming messages (regardless of how the message is sent). However, NeuroDivergent people are frequently blamed for the misunderstandings resulting from these communication and processing mismatches (when our NeuroTypical peers are not).

Because of this blame, NeuroDivergent people are used to stretching ourselves to be understood by NeuroTypical people, which takes extra work, mental energy, and focus. "NeuroTypical" people, on the other hand, often aren't asked to flex their communication styles to accommodate others.

This disparity can be seen in the deficit-based descriptions of NeuroDivergent thought and communication through our global medical systems or, as Dr. Milton said, "Differences in neurology may produce differences in sociality, but not a 'social deficit' as compared to an idealized normative view of social reality." - Understanding this is just one way you can be an ally to NeuroDivergent people.

Role of an Ally

Supporting Someone Who's Recently Found Out they are NeuroDivergent:

As an ally, your role is to offer a safe and non-judgmental space for both people who have known they are NeuroDivergent for years, as well as people who have only recently discovered they are NeuroDivergent (who may have very different experiences from one another).

While more experienced NeuroDivergent people, who have had more time to understand what NeuroDivergence means to them, may be confident in what they need and how to advocate for themselves, newly discovered NeuroDivergent people may need more support and guidance as they navigate this new aspect of their identity.

In the early stages, NeuroDivergent people who are just learning about themselves may know about an obstacle they face but may not yet know the best solution available for that obstacle.

As an ally, you can help by listening actively and providing suggestions for solutions to their problems only if welcomed (be sure to ask if they want solutions before offering them, as unsolicited advice can feel demeaning). You can also help them connect with organizational resources and communities, empowering them to self-advocate and embrace their brain with confidence and pride

Tips for Better Communication (with People of All Brain Types):

Empower NeuroDivergent individuals by normalizing diverse communication styles as acceptable and professional. Avoid assumptions and embrace flexibility in communicating to meet others' communication needs.

It can also be helpful to encourage team members to share feedback on how they communicate best, how people can best communicate and work with them, or how they feel meetings or your processes could be better or more inclusive.

Validate stimming, gestures, AAC devices, and other alternative forms of communication and expression. Prioritize clarity over conformity, recognizing that different is not less.

By fostering an inclusive communication culture, you'll enrich interactions and unlock the potential for better organizational communication.

Assuming Good Intentions:

Assume good intentions in working relationships with NeuroDivergent individuals. Recognize that differences in communication, habits, and mannerisms stem from diverse cognitive processes, not ill intent.

Approach misunderstandings with empathy and curiosity, focusing on understanding the person's perspective instead of jumping to conclusions. Doing so will build trust, creating a supportive environment for everyone.

How to Help Someone in Distress:

Sometimes, depending on the type of NeuroDivergence and the situation, a NeuroDivergent person may find themselves overwhelmed by information overload, a sensory, an emotional, or other experience.

For the most part, NeuroDivergent overloads are not that different from overload in NeuroTypical people, but there are some differences:

• The world we live in has been designed for a neuro-normative average. The world as we know it has been designed NOT to trigger NeuroTypical people.

• Because NeuroTypical people live in a world optimized for their needs, they aren't getting set off by everyday things that can hinder NeuroDivergent people).

• Because NeuroDivergent people are in the minority, the things that trigger us are not seen as "socially acceptable," while neuro-normative triggers are seen by society as "reasonable."

• There also may be differences in the intensity of NeuroDivergent overloads because many (though not all) NeuroDivergent brain types come with intense emotional experiences.

If you've ever had a panic attack, you know what being overwhelmed feels like. It's not a pleasant feeling.

When overwhelmed, the chemicals running through a person's brain make it hard to think using reason. The person may feel anxious, stressed, or even angry.

When a NeuroDivergent colleague is distressed, offer support by providing a calm and quiet space, helping them feel safe while recovering from their experience.

Respect their boundaries and avoid touching them (unless you are specifically asked to do so or have permission in advance). You can help mitigate stress and create a safe and inclusive work environment by prioritizing their comfort and needs.

ADDITIONAL RESOURCES:

Recommended Reading:

The Double Empathy Problem by Damien Milton

An updated article with a few new thoughts on the Double Empathy Problem, called The 'Double Empathy Problem': Ten years on, was released in the fall of 2022.

Workplace NeuroDiversity Rising by Lyric Rivera

Everyone has the potential to be a leader.

Leadership is more than a title. Leadership is a mindset and a set of actions that anyone can demonstrate at any moment.

Every individual can inspire, influence, and drive positive change within the spaces they enter, whether through helping a colleague, taking ownership of a project, or showing up with dedication and passion for their work.

This guide is for anyone who wants to know how they can grow better at inspiring, empowering, and enabling the success of others.

Creating emotional safety

While fixing your physical workspaces and changing organizational policies are very concrete, some changes organizations need to make spaces more accessible to NeuroDivergent People are more ambiguous.

Psychological & Emotional Safety enable members of an organization (regardless of brain type) to collaborate freely, share bold and creative ideas, push envelopes, and express themselves openly with one another.

When People feel a sense of Emotional Safety, they trust one another and feel safe enough to show up authentically in the workplace (and other spaces they enter).

There are numerous levels of safety (or lack thereof) that NeuroDivergent People might feel within a workplace. Ideally, people should feel safe enough to speak up about their needs and ask for help, trusting that doing so will not negatively impact their employment.

Do people within the organization trust one another? Is that trust vulnerability-based?

Vulnerability-based Trust (one of the building blocks required to create emotional safety in organizations) can only be formed when people are vulnerable and honest with one another (including our struggles, needs, and weaknesses). This type of trust starts with an organization's leaders – who must "go first."

How can you ask others to be vulnerable if you are unwilling to go first?

Leaders set an example for those who look to them for guidance and support.

Before we ask the people we support to "leap," we, as leaders, must "jump" first, setting an example for others (who we hope will follow our path).

Good leaders (of all types) do what they say we will do, and are willing to take accountability for their actions. Great leaders admit when they are struggling, need help, or make mistakes (showing those around them that it is okay to struggle, need help, and make mistakes).

Supporting People One-to-One:

Propper adjustments (also known as accommodations) are often necessary for NeuroDivergent People to access equitable employment opportunities. To access this crucial support, the disclosure of one's needs, disabilities, or differences may be required.

Ideally, people should feel safe enough to disclose this information openly. Unfortunately, being openly NeuroDivergent can bring risks.

For example, someone may be hesitant to disclose to others they are NeuroDivergent if they worry people may think they are less capable in the workplace (due to common misunderstandings, preconceived notions, stereotypes, and stigmas against NeuroDivergent People). They may also face personal risks outside of the workplace.

Despite these risks, many NeuroDivergent people will at least partially disclose their NeuroType (or needs) to select people in an organization because otherwise, it can be challenging to gain the support they need to be successful.

*This is why your company has been working to educate everyone within the organization about NeuroDiversity and Neuro-Inclusion, hoping to help people within your workplace to better understand the ways the human mind can vary from person to person.

When an employee approaches you requesting accommodations (or discloses their NeuroDivergence to you), it's crucial to take a supportive and objective approach.

Leaving Assumptions Behind:

Effective leadership and allyship both require the putting aside of assumptions and meeting each person as an individual.

By recognizing that every team member has unique needs and strengths, we can tailor our support to help them succeed.

Don't make generalized assumptions or judgments based on what you know (or have heard) about other NeuroDivergent People. Instead, focus on understanding the individual's unique strengths and challenges, and how they relate to specific tasks and skills for which the employee seeks assistance.

For example, an ADHDer may greatly benefit from time management support, while an employee with a Pathological Demand Avoidance (PDA) profile may thrive with increased autonomy. By acknowledging and accommodating these differences, we can create personalized and inclusive work environments that empowers individuals (instead of holding them back).

Ask people to share what THEY need to be the best versions of themselves for each meeting, for the day, for the week, or just in general (because human needs and functioning can fluctuate from date to day, regardless of brain type).

While there are many tasks NeuroDivergent People can excel at, on occasion, NeuroDivergent team members may be assigned tasks that they may not be well-suited for.

Work with each person to identify potential adjustments that can be made to help them excel at tasks that are more difficult for them. This may involve re-evaluating tasks and duties, providing additional training or resources, modifying tasks to play to their strengths, or exploring assistive technologies.

By prioritizing employee-centered solutions, you can create a supportive and inclusive work environment that empowers NeuroDivergent (and all) individuals to thrive.

Project Collaborations

Managing projects and timelines with NeuroDiverse collaborators – offering guidance and support without assuming bad intentions.

Assuming good intentions in working relationships with NeuroDivergent collaborators and recognizing neurological differences (communication, habits, and mannerisms) stemming from diverse cognitive processes can impact work styles and productivity.

Approach misunderstandings with empathy and curiosity, focusing on understanding the person's perspective instead of jumping to conclusions.

It can be helpful to encourage team members to share how they communicate best, how people can best communicate and work with them, or if they feel meetings and your processes could be better or more inclusive.

Encouraging direct, open communication (tailored to the individual’s communication needs), setting clear expectations, and providing individualized support can help NeuroDiverse team members stay on track and achieve their unique version of success.

Don't forget: When assigning tasks, let team members know when a task needs to be completed and ensure that everyone involved in a project or task understands all checkpoints and deadlines. Clear, well-defined goals can help organizational efforts and increase the chances of achieving your team's individual and organizational goals.

Consider such questions as:

✥ Who? What teams, leaders, or other resources will be involved or need to be accounted for during this project?

✥ What needs to be accomplished?

✥ Why is this goal important to the organization or team?

✥ How will this be accomplished? Are there any special rules or parameters for this task?

By being mindful of the biases we have towards people with brain differences, adopting a strengths-based approach, and providing custom-tailored supports, you can help to create a culture of inclusivity and empowerment where NeuroDivergent individuals can unlock their full potential, leading to better outcomes for all.

Congratulations, you have reached the end of this course!

I offer many additional FREE resources on my website, NeuroDivergentRebel.com, if you would like to learn more.