The Cognitive Diverse Manager: “a people leader… but not a people person.”

Welcome to my latest LinkedIn newsletter! In each issue, I will be sharing Employment Law insights on important topics with my connections and followers.

A special thanks to Katie Barnes-Monaghan for helping me with this week’s article and Soraya Shaw MSc , Founder of Springboard Tribe, an Applied Organisational Neuroscience consultancy specialising in developing Neuroleadership potential and wellbeing of all staff.?

The Cognitive Diverse Manager: “a people leader… but not a people person.”

Moving up the ranks to a people-managing role can be anxiety-inducing for many, but more so if you are cognitively diverse or a member of your team is.?Now you find yourself in a role that demands very different cognitive skills to those you’ve been using in the past and which have got you that promotion.

As Soraya Shaw emphasises, “What is important to remember as you step into new roles is the brain's ability through new learning and experiences, to reshape through its neuroplasticity is that all our brains are unique and what is key is the quality of relationships and a sense of purpose”.

What is Cognitive or Neurodiversity?

Not everyone understands, in fact, I would dare to say few understand what is meant by cognitively diverse or, to use a term that is being increasingly used, “Neurodiversity”. It was a term coined in 1997 by sociologist Judy Singer and can be explained as the range between the “neurotypical” and the “neurodivergent”. The “neurodivergent” category includes those with ADHD, autism, dyslexia and dyspraxia.

The “neurotypical” group comprises those with skills and characteristics that, probably until quite recently, let’s face it, may have been considered “normal”. But of course, “normal” is a word that has, for good reason, been challenged and is probably now a misnomer and bordering on meaningless.

Growing recognition and understanding of the benefits of neurodiversity are fast driving such views of “normal” to obsoletion.

Neurodiversity refers to the cognitive diversity in all humans. Within the workplace, it is increasingly a hot topic. Employers are recognising the different make-up of employees and the benefits of different perspectives in an organisation.

This has led to a focus on and commitment to addressing the needs and harnessing the skillsets of the neurodivergent workforce. After all “an evolutionary critique is that neurodiversity has evolved within a spectrum of human experience, making it natural and useful to have a percentage of the population with specialist rather than generalist abilities”.

Legal Protections

“Neurodiversity” is not just a talking point or a societal change in its perception of individuals. It is also increasingly an employment law issue.

The Equality Act 2010’s definition of “disability” encompasses many of those who are neurodivergent. ?

Neurodivergent conditions are often “invisible” however, in some cases, the adverse impact the condition can have on an individual can result in them being protected under disability legislation.

Neurodivergence-related discrimination claims are on the rise.

Political responsiveness is also on the up; earlier this year, a new industry forum, Neurodiversity in Business, was launched to support the 15-20% of the population estimated to be neurodivergent.

Such increased awareness is essential. Recent research by Willis Towers Watson has shown that 70% of neurodivergent employees of mid to large companies experience mental health problems, and workspaces and practices built for the neurotypical can exacerbate the risk.

I have recently noticed that most of the existing literature on neurodiversity in the workplace offers solutions to an employer/HR audience on how best to manage neurodivergent employees but side-steps the issue of what senior executives can do if they themselves are neurodivergent.

The Neurodivergent Manager

People that are neurodivergent have talents, perspectives and skills that are beneficial in many work environments. High-flying employees with exceptional technical abilities are often promoted quickly, as they are dedicated, focused, and detailed oriented.

They are very often perfectionists too.?

Soraya points out, “There is ample evidence that shows that companies with neurodiverse talent are more productive, with better performance and which ultimately means better business benefiting by having people with thinking and learning differences.

Neurodiversity in the workplace context means the wide variety of ways your employees think and solve problems.

As the needs of businesses change with a greater need for innovation, new products and problem-solving, having alternative ways of approaching situations and seeing the issues from a different point of view can only be an advantage. This is, of course the main benefit of a diverse and inclusive workforce.

For example, senior positions can require social skills, presentation skills and the reading of progress reports, often in stark contrast to past responsibilities such as data analysis. The Aspergic mathematician Daniel Tammet allegedly once said,

“I would play with numbers in a way that other kids would play with their friends”.

Having neurodivergent people in senior roles can give companies a competitive advantage, as a “non-typical” perspective can drive innovation. Just look at the neurodivergent brain’s impressive credentials in producing entrepreneurs such as Sir Richard Branson, Elon Musk, Steve Jobs and Bill Gates, to name a notable few and Emma Watson and Cara Delevigne in the creative sector. I expect many great entrepreneurs would say they had to forge their own path, as the well-trodden path (by neurotypicals) didn’t work for them.

The need for support is clear; social enterprise Genius Within receives over 1,000 referrals each year for people with a hidden disability, neurominority or chronic cognitive condition struggling to transition into managerial or senior managerial positions.

Blogger Hunter Hansen has opened up about his experiences as an autistic manager, having climbed the corporate ladder from its initial tech support agent rung to a senior position managing 125 employees over six supervisors.

Following a series of promotions, he found himself suddenly “a people leader… but not a people person”.

I have worked with senior executives on the autism spectrum, and, like Hansen, they have struggled with the soft skills needed for this role. Empathy, eye contact and the interpretation of sarcasm and irony are a walk in the park for many neurotypicals but can create a very confusing environment for those with Asperger’s.

From my work with senior executives, I have seen first-hand the prevalence of socialising and networking at this level, not to mention the number of meetings and appraisals that must be conducted.

Talking of Asperger’s again, difficulty interpreting emotions and infrequent use of eye contact and facial expressions could confuse and offend colleagues.

At one extreme, it could even lead to employees raising grievances about their manager.

Given the vast range of characteristics spanning the neurodiverse workforce (the clue is in the name), there is no single solution to ensuring those who are neurodiverse are supported and nurtured throughout their careers.

I recommend discussing with your employer and colleagues first and foremost.

People can’t help if they don’t know. Once informed, those you manage will be more understanding and accommodating and appreciate your honesty.

Where you are protected under disability legislation, I advise senior executives to initiate an open discussion with their employer and colleagues. Knowledge is a critical determining factor in assessing whether discrimination has occurred, and it also triggers certain obligations on your employer to work with you to implement reasonable adjustments to help you manage your condition.

That being said, there is no requirement to share your diagnosis with anyone, so work out what you are comfortable with.

All this can be tricky to navigate, so get in touch if you need advice on how to help and protect yourself (legally speaking) in the workplace.

If you are a neurodivergent senior executive, you have undoubtedly made changes to the way you and your team work to suit your needs. But you should always keep an open mind and explore the possibilities for further improvement.

Technologies such as Grammarly and small moves like adding a line to your email signature can help dyslexic senior executives. Those with ADHD, who the NHS say can be restless and have difficulty concentrating, could implement further changes to aid their focus. You could schedule short, to the point meetings (apparently 70% of work meetings keep employees from doing productive work).

If you do struggle to focus, discuss practical solutions with your employer – like moving to a quieter office. This suggestion applies to employees in any role. Still, those in senior positions should recognise the importance of managing yourself before managing others (put on your oxygen mask before helping your neighbour!).

A lack of understanding of the social impacts of conditions such as autism can negatively affect workplace relations.

Social anxiety can be confused with rudeness and all too often leads to conflicts and negative treatment of the neurodivergent. I can help if you feel you have been treated negatively or have been the subject of a grievance by one of your employees.

Proactiveness is key in preventing these pitfalls.

Transparency about the way you work, feel and interact will ward off any future complaints from disgruntled employees. It may be hard to believe, but people can be very understanding!

Promotions do not have to be nerve-wracking. Honesty and openness with your seniors and those you manage can create a more understanding work environment and enable you to perform at your optimum level.

As stated above, if your employer is aware of a disability, they have an obligation to consider making reasonable adjustments at work. If you feel like your employer is depriving you of these, send me a message or give me a call to discuss your rights.

To inform and educate your senior executives and staff on the neuroscience and cognitive diversity of our brains and how you and those around you think and behave differently, Springboard Tribe deliver ‘Mind your Brain’ training and can be contacted at [email protected] for more information.

As always, feel free to?Get In Touch?if you’d like some advice on workplace disputes or potential disability discrimination claims. Watch out for more articles from Penningtons Manches Cooper over the next few weeks, exploring Inclusion and Diversity and more.?

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