Neurodivergence in the Boardroom and nurturing ‘autistic diamonds’

In the expansive realm of corporate boardrooms, diversity is increasingly acknowledged as a catalyst for innovation and success. For the most part, diversity has tended to focus on what we (believe) can see - gender, race, ethnicity. However, non-apparent differences – those differences that we can’t see - are fast becoming a focus for organisations as they better understand their employees and their customers. It is estimated that 20+% of the global population is neurodivergent. To truly de-stigmatise non-apparent differences, we need to address the elephant in the boardroom.

The protagonist in this story is *Sally, a female executive who was diagnosed autistic in her 50s. Over the years, Sally and I have engaged in discussions that delve into the intricacies of thinking and communicating differently. Our conversations shine a light on the challenges and strengths inherent in neurodivergence and Sally has agreed to share her insights with me - and with you.

*Name has been changed to protect the anonymity of the interviewee.

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Through the Corporate Maze

Sally has held several executive roles including CFO, CIO and COO within banking, technology, communications and consulting. She has also held several Executive Board roles, Advisor and Committee appointments and continues to fill Non-Executive Board roles today. Sally describes herself as a systems thinker. When I asked her to describe her career highlights, she responds rather unconventionally: that the question is difficult for her to answer because the reward she seeks is in watching the system work smoothly. She doesn’t have an ‘I’ reward, rather she believes that her job is to craft the elements of the organisational system to meet the required outcomes – positive financial measures, growth, operational excellence, compliance. Ask Sally about her career highlights and you won’t get an answer. If you want to see her career history, she will gladly share her CV with you.

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Discovering her difference

Over a decade ago, during a visit to the GP for her son's autism diagnosis, her own neurodivergence came to light. The doctor, who had known Sally for many years, recognised the patterns and traits and informed her that she was also autistic. Sally’s unexpected revelation about her own neurodivergence provided a framework for understanding herself better. Before that she had simply thought that she was ‘odd’ (her words), attributing her oddity to a multicultural background and an underlying belief that she was somehow deficient. She believes her diagnosis provided her with an understanding of her own wiring when it comes to managing and relating to people. “It reinforces how to listen and how I might be able to better understand and get the best outcomes”.

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Navigating Boardroom Dynamics

In the corporate arena, Sally acknowledges the challenge of being truly heard and understood. Despite her experience, there persists a gap in comprehension regarding how neurodivergent people operate. Sally often navigates misconceptions, such as her direct form of communication that may be perceived as rudeness. To Sally it is simply ‘cutting to the chase’.

Occupying senior roles in finance and technology industries and serving on public and private sector Boards has been a dynamic journey. The knowledge of her family’s neurodivergence shapes the way she works and interacts. It involves experimenting with different approaches - from storytelling to contextualization - as she strives to bridge communication gaps. She also seeks feedback from her peers and respected colleagues.

Sally’s motivation to share her story stems from a belief that diverse perspectives are a corporate asset. She emphasises that embracing neurodiversity leads to hardworking, loyal, and insightful teams, translating directly into profit and streamlined business operations. Her ultimate goal is to foster an appreciation for diverse effectiveness, encouraging leaders to embrace - rather than dismiss - talent in all its forms.

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Autistic Diamonds

Sally endearingly refers to ‘autistic diamonds’, those truly capable employees with acute strengths who may not know how to play the ‘corporate game’. Despite their potential for significant contributions, they can be disadvantaged. Sally believes that executives have a lot to lose when overlooking, misunderstanding, or failing to explore the different thinkers in their team. The potential of high-performing autistic individuals is often underestimated - or worse - overlooked. It is crucial for leaders to assess capability accurately, ensuring that valuable talent is recognised and integrated into the corporate fabric.

Sally is passionate about her desire to help autistic employees understand the nuances of corporate politics, communication, and understanding why empathy is an important concept in workplaces that were designed for the neuromajority. She wants to help autistic employees play effectively in the ‘corporate sandpit’ and provides mentoring based on her experience. The theme of equity is also incredibly important to Sally. She looks for ways to provide equity for her team and she believes that we all have the right to opportunities that match our capabilities and skills.

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Breaking barriers and challenging the status quo

As she moved into the workforce at the earliest phase of her career, Sally found that she was not ‘fitting the mould’ during job applications and interviews. Despite her credentials and accolades placing her academically ahead of other candidates, she wasn’t making it through to job offer stage. She struggled to identify why she kept missing out and looking back, believes that she was missing vital cues and failing to ‘tick the box’ on requirements that were not obvious to her. She believes that those same barriers persist in today’s recruitment process, hindering candidates' ability to shine.

Once a job is secured,?Sally expresses frustration with way in which organisations craft Key Performance Indicators and the application of the bell curve for performance management. She believes there are inherent flaws in how success is defined within organisations and would like to see a more neuroaffirming approach.

Sally believes that community and belonging for neurodivergent individuals is incredibly important. In a safe and inclusive environment, discussing perspectives becomes a powerful tool for creating understanding and dismantling stereotypes.

During our conversations, I sought clarity from Sally on numerous occasions when her responses puzzled me. Rather than taking offense, Sally was genuinely heartened by my curiosity, citing the lack of people throughout her career who had taken the time to ask questions of her and understand her perspective. She expressed gratitude for those willing to seek to understand neurodivergent experiences and perspectives.

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