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Dear Neurodiverse Leaders: Navigating Systems That Weren’t Built for You – and Thriving Anyway..

In a recent workshop with emerging leaders, we had an important conversation about the challenges of neurodiverse colleagues working in environments designed for neurotypical minds. One participant with ADHD voiced their frustration:

“I’m constantly having to explain why I work differently. It’s exhausting.”

If you’re a neurodiverse leader or aspiring to be one, this might resonate with you. Organisations may speak about diversity, but when it comes to neurodiversity, many are still playing catch-up. The reality is, you’re expected to navigate systems that often don’t align with how you think, create, or contribute.

But here’s what I’ve learned from working with neurodiverse leaders: your differences are your greatest strengths. Your unique perspective drives innovation, creative problem-solving, and new ways of thinking. And you don’t need to wait for your environment to adapt to you. In fact, stepping up and shaping the system around you is part of what we cover in our self-leadership sessions.

Here’s how to navigate these spaces and lead – even if the system isn’t designed for you:

• 1. Redefine productivity on your own terms. Corporate environments often measure productivity in rigid, one-size-fits-all ways. But if your brain doesn’t work that way, stop trying to fit into their mould. If your creativity comes in bursts, or your focus peaks at unconventional times, embrace it. Find what works best for you. Leadership is about maximising your strengths, not forcing yourself to conform to outdated expectations.
• 2. Ask for what you need, without hesitation. One of the most valuable lessons we cover in our sessions is how to lead from within, which includes advocating for yourself. Whether it’s flexible deadlines, alternative ways of communicating, or a quiet workspace, being clear about your needs isn’t just self-advocacy – it’s leadership. By speaking up, you are modelling inclusivity and demonstrating what it takes to build a supportive workplace for diverse ways of thinking.
• 3. Be constructive in your feedback. It’s easy to feel frustrated in environments that don’t naturally work for you, but leadership is about turning that frustration into action. Giving constructive feedback on how the system can better support neurodiverse employees is vital. It’s not just about improving things for yourself, but also about co-creating a more inclusive environment for future neurodiverse leaders. This is leadership – actively shaping the culture and policies that will support others.
• 4. Leverage your neurodiversity as a leadership strength. Those with ADHD, autism, dyslexia, or other forms of neurodiversity bring exceptional skills – from creativity and hyper-focus to unique problem-solving abilities. These aren’t limitations; they’re your leadership strengths. By embracing and leading with your neurodiversity, you not only empower yourself but also challenge outdated views of leadership, showing others the value of different ways of thinking.

In our self-leadership sessions, we explore the idea that leadership isn’t about your job title, but about how you influence the system around you. Asking for what you need, providing constructive feedback, and playing a role in co-creating the environment you want is leadership in action.

You’re not just advocating for yourself – you’re helping to build a more inclusive workplace for those who will come after you.

Remember, your neurodiversity isn’t a barrier – it’s your superpower. And by showing up as your true self, you’re not just surviving in these environments – you’re helping transform them for the better. That’s leadership.