Two-sided coins of neuroinclusive work: Coin B

In this series about neurodivergent work, I explore relevant topics through both the lens of the employee and the employer (“two sides of the coin”) and ask the question: "If what neurodivergent workers need and what successful organizations need are so similar, why are neurodivergent employees unemployed at two to three times the rate of the general population?"

I am both a coach for neurodivergent workers and a neuroinclusion consultant for organizations, and this series offers a dual perspective on neurodivergent work. Let’s explore how to nurture neuroinclusive work of the future, a future that is better for everyone.

In work, we find values, beliefs, and practices that shape the way we – and the people around us – interact and behave. Organizational culture, a frequently discussed topic in organizational leadership, is regularly considered by employers when it comes to hiring, and it is important for workers, too. Although it is sometimes overlooked by both parties, it can make or break an employee-organization relationship.

Organizational Culture, Side 1: Desires and needs of a neurodivergent worker

Here are some key points about organizational culture that I’ve noticed from working with, knowing, and being a neurodivergent worker. This list is by no means exhaustive, but I hope it serves as a starting point for understanding and uncovering what is important to you and your organization (if you have one). When considering working for an organization, some of these things are easy to see out of the gate, but others require a spidey sense to pick up on hints and clues.

A. Organizational culture that fits my values: This is critical for any job searcher or employee. Misaligned values can only be worked around for so long. At the end of the day, if the answer to the question “Are my values and beliefs aligned with those of the organization?” is a hard “no,” the match will not be sustainable.

B. Accessibility: We all must ask, when considering a job, “Is this even possible for me?” For instance, when I was in college, I talked with a recruiter from Deloitte. They explained that new consultants travel every week. Four days of the week were to be spent at the consultant site, Friday for travel, Saturday at home, Sunday for travel, repeat. I knew enough about myself and my needs to know that while the opportunity seemed interesting, it wouldn’t work for me - I need to be connected to my community and not be exhausted by the demands of travel. Needs I later learned are heightened for me for reasons related to my neurodivergence, although this example, again, could fit other people for different needs too - being a caregiver, dialysis appointments, etc.

C. Awareness and understanding of hidden differences: Has the organization taken steps to train employees about DEI and the importance of being sensitive to the possibility of hidden disabilities and differences? This one is hard to gauge as an interviewee, but the interviewers' behavior and words can say a lot. “Do leaders and managers exhibit a spoken and practical understanding that no two individuals have the same combination of abilities, and that’s okay?” It would usually feel (and likely be) risky to ask this question directly in an interview, so job seekers must often use their spidey senses and make connections as best they can.

D. Ability to be (safely) authentic at work: Job seekers on the fringe must often ask themselves, “How safe is it to express and present myself in non-traditional ways without bullying, assumptions of incompetency?” And is there a place for my differences? Some neurodivergent workers are able to “mask” their differences, but this holds a hidden cost to them. (Read more thoughts about Autistic and ADHD masking here.)

E. Communication Style: This is linked to culture and accessibility. As a job seeker, I ask myself, “Does the organizational culture allow and uplift employee feedback while offering clear communication and instructions?” If it does, I am more likely to succeed.

Organizaitonal Culture Side 2: Hiring Organizations’ Desires and Needs

It turns out organizations have a lot to gain from similar organizational culture needs! According to a 2023 Harvard Professional Development and Leadership article, “when people across the business flourish, the company does better as a whole.” What this means for organizations:

A. Reduced friction and misunderstandings: Workplaces that sync well do better. According to the Harvard article, positive culture leads to higher annual returns. To that end, making organizational cultures accessible to neurodivergent individuals reduces friction and misunderstandings between employees and employers.

B. Meaningful improvements: Organizations that continuously improve their ways of working are more likely to succeed in the long run. And what works well is what works for all employees. Workplace and policy design that works for more employees is more likely to support the goals and vision of the organization

C. Performance: Quality performance by individuals and teams is the bread and butter of what makes effective workplace cultures matter to many organizations. As such, designing organizations where all individuals can thrive benefits the company as a whole. “When people across the business flourish, the company does better as a whole.”

D. Retention: Employee turnover costs organizations a significant amount of money, not to mention workplace morale. Companies that retain employees perform better, and so, it is in their best interest to create environments that meet the needs of their employees- including needs for flexibility, understanding, and accessibility.

E. Effective Communication: Clear, direct communication is helpful to all employees and, therefore, helpful to the organization as a whole. Communication that serves the organizational objectives is fluid, effective, direct, and relational.

Successful organizations and neurodivergent workers have much in common regarding their desires for organizational culture. But a gap persists. Therefore, norms must continually be challenged, even in organizations with positive organizational cultures that persist and win.

It’s important for leaders to ask themselves:

• Do we have an organizational culture where neurodivergent workers will thrive?
• What are our long-term goals, and how can we make neuroinclusion an operational priority now?
• Are we mistaking social differences, sensory needs, or needs for accommodations as detrimental to our business and not thinking beyond the initial effort to change to the beneficial outcomes for all employees?

Functional, flexible, well-informed, and safe organizational cultures are the setting in which all employees thrive, but neurodivergent and Disabled employees suffer the most when this is not the case. Thus, inclusion is both an ethical imperative and a business strength. Always both. Creating neuroinclusive organizational cultures is the same as creating organizational cultures where all employees - and the organization - can thrive.

With this information about organizational culture that supports neurodiverse thriving, what steps will you take to improve your organization - or your job search?

If you’re interested in creating a work environment where all employees can thrive, I’d love to chat. I offer audits for neuroinclusive operations (people, process, and culture) and staff and manager training. I also offer one-on-one coaching to people finding their way with work when systems aren’t fitting - leveraging strength, strategy, and agency.

Best,
Marissa Mosunich
www.operatewell.com