In this episode of Workforce WorldView, Janette Lucas from our London Labour & Employment team speaks with Kate Dean, a neurodiversity and disability consultant, explore the practical role of line managers in creating neuroinclusive workplaces. They discuss common challenges, why it’s important to normalise talking about neurodivergence, and how simple conversations can make a big difference. The episode emphasises that good neuroinclusion practice is often just good management practice.
A few key takeaways:
What is the confidence barrier for line managers?
Fear of saying the wrong thing and causing offence – and of not knowing what do with the answers they may get – often prevents managers from engaging. But in having the confidence to simply frame the conversations within the process of setting employees up to succeed, line managers play a big part in normalising these conversations into an inclusive workplace culture.
What should managers say – and avoid saying?
Start with open questions like, “How can I best support you?” Avoid minimising experiences or making assumptions such as, “You don’t look neurodivergent.” Respect that many neurodivergent employees could be masking traits – and may be navigating a new diagnosis.
Does diagnosis change the conversation?
While a formal diagnosis can help provide grounding to the conversation (and from an employment law perspective, there may be times where a formal diagnosis or assessment is important to allow an employer to fully understand its legal obligations), often it is more helpful for the focus to remain on individual needs, not labels. Managers should trust what employees share and work collaboratively to identify neurodiversity support strategies that enable success.
What practical strategies help neurodivergent employees thrive?
Alongside making use of organisational adjustments – e.g. assistive technologies, sensory aids such as noise-cancelling headphones, etc. – many neurodivergent people have their own individual coping strategies. In fact, they may often not realise that they have developed and woven these strategies into their lives – line managers should encourage them to recognise and use these personal tools, and support them as they do.
How can employers equip managers for success?
Create a culture where sharing is safe and supported, and move beyond simple awareness to true inclusion by embedding neurodiversity inclusion into policies, office design and leadership training. And of course, help managers to navigate what may be new territory for them, by ensuring they know where to access specialist advice when needed.
Listen and Learn More
Hear the full discussion and practical tips by listening to the podcast – and if you haven’t heard it yet, you can also listen to Part 1 of our Workforce WorldView Neurodiversity in the Workplace discussion, where Janette and Kate consider the advantages for employers of building an inclusive workplace.
To further explore how we can help your organisation build an inclusive workplace and manage neurodiversity effectively, please get in touch with our Labour & Employment team today.
