iscover
There weren’t too many positives from the pandemic. However, some may argue that the rise of flexible working arrangements could be one of them. For neurodiverse workers especially, this can be extremely beneficial.
COVID-19 got many people thinking, and according to Skye Waterson, founder of Unconventional Organisation, it resulted in leaders recognising the intricacies of the workforce.
“A lot of people realised there were more complexities in their life, that they needed additional support. And ADHD was one of the reasons. And so, one of the things that we’ve done when working with managers and people who have ADHD is talked more largely about flexibility in the workplace and the importance of providing a flexible, supportive environment,” Waterson said.
“Because many of the strategies won’t just be helpful for people with ADHD, they’ll be helpful for people in general who may be neurodiverse in some way or have some kinds of differences and need these executive functioning strategies and supports.”
Waterson noted that in the modern workforce, leaders are more aware of the differences of the individuals they manage. This has allowed for better dialogue and progress in cultivating inclusive spaces.
Understanding the hindrances that neurodiverse people experience is a great way to begin crafting policy.
“There are a couple of key areas where people with ADHD do tend to struggle,” Waterson said. “So, we find that if you look at ADHD, it’s usually pervasive and persistent executive functioning struggles. And the ones we particularly support and work with are struggling to measure time and struggling to remember things that you’ve just said.”
“So, if you tell someone in a hallway, ‘Hey, can you remember that’, as you’re walking past them and they have ADHD, the answer is no. Struggling to transition between lots of meetings, whether Zoom or in person, and trying to get that deep work done as well, and then that dopamine regulation. So those are kind of the key areas you’ll often see struggles crop up.”
While there are techniques you can implement to be more inclusive, at the end of the day, it comes down to the individual. One person will operate completely differently from another, and this diversity must be accepted and embraced.
Waterson said: “One of the things we often talk about is creating an environment where people are comfortable coming forward. I have the privilege of working with many, many people who choose not to disclose.”
“It’s not that the workplace is actively negative towards ADHD or neurodiversity. Sometimes, it is. You get all kinds of workplaces, but often, there’s a bit of an anxiety around, are people going to see me differently? Are they going to judge me differently? Is this going to affect promotions? Who else is going to know this information? Does it go all the way up the chain of command if I tell one person?”
“So having some open discussions around disclosure … but also, where the information goes at that point, those kinds of conversations will make people much more comfortable talking about their neurodiversity, and you’re more likely to be able to then support them because people do want to want to get that support. And often, they’re trying to figure it out as well.”
The transcript of this podcast episode was slightly edited for publishing purposes. To listen to the full conversation with Skye Waterson, click below:
Jack Campbell
Jack is the editor at HR Leader.
