Workplace Wellbeing: Neurodivergence is a strength — not a deficit 

Similar to how sports coaches work with the strengths of their players, employers have much gain by encouraging neurodivergent people to excel in areas where they have high levels of ability

Jack Phelan in Blackpool, Co Cork. Picture Dan Linehan

VIRGIN’S Richard Branson, Apple’s Steve Jobs, celebrity chef Jamie Oliver, and 28-year-old Jack Phelan from Blackpool, Cork, all have something significant in common: They are all neurodivergent.

Branson, Jobs, and Oliver are “brilliant minds who have achieved so much because of their creativity, imaginative thinking, and focus on detail — all of which are traits of neurodivergent people,” Phelan says.

“But who knows what support they had? What I know is that there are lots of neurodivergent [people] out there who don’t have support and who aren’t succeeding.”

A recent Red C poll found that one in 10 adults in Ireland are neurodivergent, a term covering a range of conditions that include attention deficit disorders, autism, dyspraxia, and dyslexia.

Phelan was diagnosed with dyslexia as a child and with attention deficit hyperactivity disorder (ADHD) when he experienced work difficulties last year.

He started his career in the navy, spending three years there. “I learned so much from it,” he says.

“But, over time, I found the work monotonous. That’s always been my pattern: I start something new, become hyper-fixated on it, declare that it’s what I’m going to do for the rest of my life, and then find that it’s boring.”

After leaving the navy, he opened a barber shop but found multitasking difficult. “Cutting hair while having conversations with customers, handling staff, and dealing with management tasks was too much for me,” he says.

His experience as a barber convinced him to seek a diagnosis. “There had to be a reason why I struggled like this, no matter what job I did,” he says.

“When I was told I had ADHD, the hyper-focus followed by boredom and the issues with multitasking all started to make sense.”

Jack Phelan with his dog Juno in Blackpool, Co Cork. Picture Dan Linehan

Broaden our understanding

The executive director of the American Institute for Learning and Human Development and author of The Power of Neurodiversity, Dr Thomas Armstrong, says a broader understanding of the brain is needed.

“Just as we talk about the different forms of life on the planet in terms of biodiversity, neurodiversity is all about the different types of brains,” he says.

“[We need] to reframe the dialogue about people with neurologically-based conditions, seeing them as much for their strengths as their challenges.”

Organisational psychologist Sandra Healy is the founder and CEO of Inclusio, which helps companies scientifically measure their culture and diversity.

She takes a similar view of neurodiversity to Dr Armstrong.

“It’s about shifting the focus of discourse away from disorder and impairment to what’s good about being different,” she says. “Being different in our behaviours and brain function shouldn’t be seen as a deficit, but a strength.”

Sandra Healy, founder/CEO, Inclusio

She would like to see employers playing to those strengths. Just as coaches place the fastest runners and best kickers in the positions that suit them best on the sports field, employers should allow neurodivergent people to excel where they can and make adjustments where they cannot.

According to Inclusio’s research, people with dyspraxia are often creative and good at problem-solving and strategic thinking.

Those who have dyslexia can often think in 3D and have strong verbal skills, and people with ADHD can pay great attention to detail.

Autistic people can also make a unique contribution.

“They can often recognise abstract patterns that neurotypicals — so-called ‘normal people’ — might miss,” Dr Armstrong says, citing an example.

While neurodivergent people can bring much to the workforce, some may need support. Research shows that this may not yet be available, with only 20% of those surveyed for the Red C poll reporting that their company had policies and practices to support neurodivergent people.

These findings don’t surprise Phelan, who believes negative perceptions of neurodiversity are widespread.

“It’s not accepted to the extent that it should be,” he says.

“I didn’t disclose my dyslexia when I applied to the navy, because I was afraid it would have jeopardised my chances. I was a hard and diligent worker, and my time in the navy was one of the best experiences of my life.”

Benefitting everyone

Under the Employment Equality Act, workplaces are required to make reasonable accommodations for people with disabilities.

“Neurodivergent people may meet the definition of disability and have the right to ask for these accommodations, both at the recruitment stage and in the workplace,” Ms Healy says.

Dr Armstrong believes that creating a neurodiversity-friendly environment, where everyone knows they can ask for reasonable accommodations, would benefit all. 

“When footpaths were adapted to make them more accessible for people in wheelchairs, they also become more accessible for people with buggies, kids on skateboards and others,” he says. “The same would happen if we set up the workplace to suit a variety of learning styles and cognitive diversities.”

Ms Healy has worked with DCU to develop a hiring managers’ toolkit for neurodiversity. It includes examples of simple accommodations that can be made at little or no cost.

These start with the hiring process and range from making job descriptions as clear as possible, to offering alternatives to the traditional interview process.

“Many neurodivergent people don’t do well in interviews,” Dr Armstrong says.

“They can avoid eye contact and feel restless. Some companies now use more project-based assessments, so that there’s more opportunity to see people’s strengths, rather than penalising them for their lack of social skills — which may not be relevant to the role.”

Other adjustments Armstrong believes are likely to improve neurodivergent people’s work experience include modifying office lights and noise levels.

Simply removing distracting lights or noise and allowing people to use headphones or earplugs can be all that’s required.

He thinks that technology can also help by automating tasks that neurodivergent people may find challenging.

For example, people with dyslexia could benefit from using speech-to-text software, while those with ADHD might find that task apps help them stay focused on their work.

“Some neurodivergent characteristics certainly present challenges in traditional work settings,” Ms Healy adds.

“People can have difficulty with organisational skills and sensory issues. However, those same people can possess unique strengths that can improve an organisation’s productivity, quality, and innovation.

“Providing accommodations can make all the difference to people’s happiness and productivity in their roles. We should all be looking at the positives of being neurodiverse and creating supportive environments”

Phelan is currently studying a part-time course in counselling and psychotherapy. “I can see myself working in that field in the future,” he says.

“But I know that having one thing to do all the time will probably make me feel frustrated and bored. My dad always has a couple of things going on at once. I’d say I’ll have to be a bit like him if I’m going to be able to handle working a five-day week.”