“A Traditional Management Style May Be Unsuitable for Neurodiverse Teams”

Organizations are increasingly emphasizing diversity, equity, and inclusion principles. This concept encompasses many dimensions, including the relatively lesser-known notion of neurodiversity. We spoke with web marketing consultant Myriam Jessier, creator of a new training program on the topic: Neurodiverse Teams: Optimizing Your Management and Collaboration.

Hello, Myriam. To start, what is a neurodiverse team?

Myriam Jessier: A neurodiverse team includes one or more individuals who are not neurotypical. What does that mean? Around 80% of the population has a similar brain configuration, while 20% diverge. These neurological differences are natural variations that bring unique perspectives and valuable skills to the team. It’s like applying the Pareto principle to our brains!

Within this 20%, you’ll find people with conditions such as ADHD, autism, or dyslexia. Neurodivergence is the umbrella term that encompasses all conditions within this 20%.

In practical terms, in a team of ten people, you can expect two of them to be neurodivergent. Certain professions, such as those in tech, tend to have a higher representation of individuals on the autism spectrum or with ADHD, due to their unique skill sets. While neurodivergence offers advantages, it also presents challenges, as it can be considered a disability depending on its severity.

Can a traditional management style be applied to a team with neurodiverse members?

M.J.: A traditional management style may be unsuitable for neurodiverse teams because it doesn’t address specific communication and environmental needs. For instance, someone with ADHD may require a clear agenda to prevent anxiety and a quiet workspace to focus.

Common mistakes include failing to adapt the work environment, such as having overly bright lighting or noisy spaces, which can cause migraines or other issues. Additionally, managers need to overcome communication challenges. Some individuals understand better through metaphors, while others prefer direct explanations.

Reactions from neurodivergent individuals can be misinterpreted without understanding their context. Moreover, many neurodivergent people mask their condition to fit in, which can be exhausting and time-consuming. Effectively managing such teams requires balancing different ways of thinking, communicating, and working.

How can you identify neurodiverse individuals within a team?

M.J.: It can be challenging to identify neurodivergent team members unless they choose to disclose it themselves. However, it’s crucial to respect employees’ privacy and create an environment where they feel comfortable sharing their needs.

Identifying neurodiversity shouldn’t be a primary concern. It’s essential not to stigmatize individuals. For example, telling someone, “You clearly have attention deficit issues,” can be dehumanizing.

There are five potential scenarios:

Diagnosed individuals who choose to disclose.
Diagnosed individuals who choose not to disclose.
Undiagnosed individuals who sense a difference.
Undiagnosed individuals who do not sense a difference.
Neurotypical individuals.

By addressing these scenarios inclusively, teams can be managed effectively without perceived biases. Clues might include unconventional work approaches or highly specialized interests.

How can organizations address neurodiversity-related topics?

M.J.: Fostering a culture of transparency and respect is essential. Managers can initiate general discussions about cognitive diversity without singling out employees. My training program provides practical tools to adapt management styles, promote collaboration, and create an environment where every team member feels valued and supported. It’s also helpful for colleagues who want to learn how to better work with neurodivergent team members.

The goal is to understand the constraints and benefits of different working styles. This includes structuring business processes, from job postings to onboarding and in-role communication. These topics are explored in an engaging way during the training.

Have mindsets shifted on this issue?

M.J.: Yes, there has been a significant shift in the perception of neurodiversity in recent years. More companies are recognizing the importance of inclusive practices to leverage the unique skills of neurodivergent individuals.

This shift has led to increased productivity and innovation in many organizations. Managers play a critical role in this change by adapting their management styles to better meet the needs of neurodiverse teams.

For example, someone with ADHD might connect disparate pieces of information in a creative and relevant way, which can be invaluable in solving complex technical problems. Managers are key to facilitating this kind of contribution by adjusting their approach to support their neurodiverse team members effectively.