International Performance Coach and Public Speaker, Alvin Govender, speaks frankly in this open letter about embracing neurodiversity in the workplace and its benefits.
A ‘buzzword’ over the past few years, neurodivergence or the term neurodivergent ( used when referring to individuals) has gained a lot of traction. While it’s positive that most people know what it means, there are still a lot of gaps in understanding.
My introduction to neurodivergence came a few years ago when I was working closely with high-performing teams that couldn’t seem to get along. It dawned on me that the ‘old’ workplace model where people are expected to look and act the same has disappeared, but not everyone has been given a ‘toolkit’ that allows for harmony and unity amongst team members who think differently from one another.
Whilst neurodiversity is defined as individual differences in brain functioning or thinking that isn’t neurotypical, the truth is that neurodiversity has existed as long as humanity itself. Neurodiversity refers to the fact that every person’s brain processes information differently, and the brain connections that we are ‘pre-wired’ with vary from individual to individual.
The Power of Diversity in Teams
As a professional coach, I have witnessed the transformation many workplaces have undergone over the last decade. Whilst having cohesion helps when creating a sense of belonging, a team’s greatest strength is often found when exploring their differences.
A strong proponent for the inclusivity of neurodivergence in the workplace, I am confident that diverse talents help strengthen workplaces, and I speak from experience about how hard it is when you are an individual whose thinking differs.
I consider myself Neurodivergent – as a schoolteacher, my thinking was ‘out of the box’ and I wanted to use fun storytelling to engage the learners in the process of learning. Although taking lessons outdoors and engaging in technology worked for many of the children, my methods were always under question by my managers.
Eventually, I left the classroom with a desire to build my brand and share what I felt was needed to succeed. Fast forward fifteen years and my teaching style has been widely adopted and is being used by other trainers and coaches; helping an entire industry to become more impactful.
According to an article published by Deloitte, organisations that aim to recruit and nurture neurodivergent employees gain the upside by becoming 30% more productive. Extending the diversity of a team to include neurodivergent members also boosts team morale, but it requires work.
As with any inclusivity efforts, it is not enough to simply follow the tick-box method and recruit neurodivergent people to fill a quota. Organisations need to gain a better understanding of their employees, their team, and most importantly, how they can guide them to get the best results.
The coaching approach: Maximising potential
Having the ability to suspend judgement and extend understanding during conflict is key to gaining a better understanding of team members who think differently. Putting the bigger picture ahead of your personal needs or feelings will be a contributor to your success.
People that break moulds and make room for future change – disruptors – are much needed everywhere in life. Doing things differently is how we learn.
As a manager, place your focus on the gifts that your team members possess, and learn how to manage their weaknesses without breaking their spirit. What’s evident to me as a professional coach is that there must be a growth and development plan for everyone in line with the company’s goals.
Ensuring that employees possess the skills they need to perform their core duties is crucial. Protecting and managing these skills place a spotlight on the strengths and abilities that make them stand apart. Having a diverse team for the sake of it is not the end goal; allowing the best-skilled person to do the job is. Self-awareness from management is critical in this area.
The truth is that if you don’t have a diverse team, it’s a blatant sign that there is unconscious bias within that organisation.
Strategies for Managing Neurodiversity
If the end goal is to own or work in the type of organisation that includes and commends neurodivergent individuals, there needs to be a conscious drive to change the work culture to one of respect above all else. The goal is not to change individuals to think in a certain way, but to create self-awareness.
These are my top tips when assessing how to manage neurodiversity in the workplace:
- Crucial understanding is important. Place yourself in someone else’s shoes and gain empathy.
- If listening doesn’t become a priority within your team, there will be ongoing trust issues.
- Egos can be obstructive. Respect for the organisation is as important as respect for individuals, so coach the team to align and embrace the organisation’s core values.
- Be open to learning from your team. I often hear the frustration of a neuro-divergent employee who feels the need to stick to the script and do things as they have always been done. Innovation, creativity, and growth require a shift in thinking, and refusing to see the potential within your team is a risk. Knowing when to show respect and when to shift gears is important.
- Emotional intelligence is key. Facilitate sessions where everyone on the team can work on improving their EQ through workshops.
Whilst I advocate for change-makers like Jeff Bezos, Steve Jobs or Bill Gates, keep in mind that true disruptors are not perfect people, but have instead created the perfect space for change that benefits the generations that follow.
It’s hard to believe that once upon a time computers and phones were simply abstract ideas… I challenge you to embrace new ideas and learn from those around you. A leader who embraces neuro-diverse thinking is a leader who sees the bigger picture.
