Many organisations train their managers in how to support neurodivergent colleagues. But how many extend this to the needs of managers who are neurodivergent themselves? Around one in seven project managers who consider themselves to be neurodivergent haven’t told their employer, according to research by the Association of Project Management (APM).
And women are more likely than men to have kept it from their employer – 23% compared with 14%. But it’s vital that leaders embrace and support neurodiversity for employees at all levels, including their managers. Otherwise, they risk losing diverse talent – and future leaders.
Why do neurodivergent managers get overlooked?
Leaders often assume that their managers must be neurotypical, ignore the fact that many are neurodivergent or simply aren’t thinking about it. In addition, many professionals don’t tell their employer that they’re neurodivergent. This could be for a variety of reasons. They may not feel comfortable talking about their neurodivergence at work. Or they could be on a long waiting list for an autism or ADHD assessment and want to wait for an official diagnosis before saying anything.
Either way, it can have a big impact on mental health, wellbeing, inclusion and productivity. And not just for the individual manager.
The challenges neurodivergent managers may face
While every neurodivergent manager will have different needs, it tends to surface in their communication style which in the absence of information about their neurodivergence, may be misunderstood by their team.
They may also find some social events at work tricky (not true for all however), which could affect their relationship with their peer team members- and potential for promotion.
Why it’s important to businesses
It’s not just a case of supporting neurodivergent managers. Businesses often think about the accommodations they need to make to help neurodivergent staff to just get by. But isn’t this just limiting potential? By embracing differences, leaders can play a key role in helping neurodivergent managers, top talent and all staff to progress and excel in their roles.
Many neurodivergent managers have unique thinking styles, clear communication, or analytical and creative problem-solving skills. These are linked to increased innovation and productivity. They may also possess a unique empathy and appreciation for their team members who themselves have different needs, thinking styles and ways of working.
This is good for business – a strong, innovative and creative company needs to nurture a range of diverse thinking styles. Meanwhile, whatever support is put in place for your other employees could also be beneficial for managers.
Four ways to help neurodivergent managers to thrive
To truly harness the power of your neurodivergent managers start at the beginning: the hiring stage.
Re-think your recruitment
How neuro-inclusive are your job adverts and selection process? Make them clear, include key details like working hours, how many people someone will need to manage, and the salary. And check all the skills listed are essential or you risk putting off some candidates.
Offer to provide interview questions in advance, and adapt questions if needed. If you want to attract the right managers, show them that you are a forward-thinking employer.
Build a truly inclusive culture
Leaders need to promote neurodiversity awareness through training, encourage open communication and model respect and acceptance at manager level.
Normalise reasonable adjustments. Embed them into your policies and ensure that ALL managers are aware that adjustments are a standard part of employee and leadership support. And make accommodations proactive as much as possible.
Provide tailored support
Don’t make assumptions – you’ll only find out what managers need by asking them. Create work arrangements that accommodate different energy levels and work preferences, including remote or hybrid working, Allow people to adjust their hours if it makes them more productive. Don’t be put off about needing to be clear about how adjustments will be measured, monitored and further adjusted where needed.
Think about the working environment. Consider things like distraction tolerances. Simple examples are do managers have access to quiet areas when needed, or noise-cancelling headphones? Offer to provide assistive technology like speech-to-text support or task management apps.
If you’re not sure. Ask about it. And if you’re really not sure, get some advice from an experienced occupational therapist.
Unlock leadership potential
Tailor tasks to align with each manager’s strengths, such as deep focus or analytical thinking.
To minimise burnout risks, find out which tasks drain energy – such as lots of virtual meetings, unexpected changes or social interaction – and find ways to work around these.
Offer training and leadership development tailored to individual learning needs and styles.
Create a psychologically-safe environment. You want to encourage managers and senior leaders to talk honestly about their needs and work preferences, whether they’re neurodivergent or neurotypical. Encourage openness but respect privacy needs too. Not everyone needs to know about their neurodivergence. Don’t overexpose as this can cause more stress for the individual than it addresses.
The future full of potential
Leaders need to recognise neurodivergent managers and leaders, and recognise their skills sets as an asset to their business.
Instead of making reasonable adjustments to help people survive at work, celebrate different ways of thinking and leadership styles. And make adjustments the norm; no one should be made to feel uncomfortable or different when asking for what they need.
Leaders often assume that the key to an inclusive workplace is training managers to support neurodivergent colleagues. But this ignores the fact that many managers are neurodivergent.
By allowing all managers to feel comfortable and safe, you’ll create space for them to thrive. And that can only be good news for your business.
