Everyone’s talking about diversity, but there’s a key part of this conversation that’s often missed: neurodiversity.
Neurodivergent individuals, including those with autism, ADHD, and dyslexia, bring unique strengths and perspectives that make them well-suited to leadership roles. However, businesses frequently view these individuals as needing accommodation rather than recognising their potential.
A recent study from Zurich UK reports that half of respondents have encountered discrimination from hiring managers or recruiters, while nearly one in five have been mocked due to their neurodiversity.
Sam O’Donovan, Chief People Officer at AXA Global Healthcare, and Dr Martha Phillips, Risk Director at AXA Health, argue that embracing neurodiversity in leadership is not only a moral imperative but also a strategic advantage – and that businesses must move beyond ‘accommodation’ to create environments where neurodiverse employees can thrive and progress into leadership roles.
Leveraging Neurodiversity in Leadership
The conversation around neurodiversity often focuses on what neurodiverse individuals need to “get by,” rather than celebrating their strengths.
“That’s the wrong way to think about it. What if, instead, we started celebrating neurodiverse employees for their unique talents?” says Sam O’Donovan. “Some studies have even shown that neurodiverse teams can be up to 30 percent more productive than their neurotypical peers. We need to adapt to an individual’s needs to harness their unique abilities like lateral thinking and creative problem-solving.”
O’Donovan adds, “Neurodivergent leaders bring fresh perspectives and ideas, pattern recognition abilities and see connections between things that others often don’t, making them fantastic problem solvers. Also, they can think critically and abstractly, challenge norms and offer valuable input to strategy development.”
Addressing Challenges Faced by Neurodiverse Leaders
Corporate environments can present significant obstacles for neurodiverse leaders. Verbal communication-heavy settings, sensory overload, and rigid routines make it difficult for them to thrive.
“I’ve been there,” says Dr Martha Phillips. “My early career was daunting. I’d try to keep up in meetings whilst dealing with sensory overload, only to find out later that this experience is typical of autistic females. Managing energy levels can be a challenge, but with some accommodations, it’s possible to thrive and really lean into your strengths. You need to work out what it is you need to work most effectively and find an organisation that appreciates a diverse workforce.”
Dr Phillips adds that it’s not about providing neurodivergent leaders with ‘special treatment’, but about building an inclusive environment that allows them to excel. Sam O’Donovan supports this view, stating, “Businesses that can adapt to their leaders’ unique strengths are the ones that thrive. The numbers don’t lie – companies with more diversity are 36 percent more likely to outperform their competitors financially.”
Empathy-Led Leadership and the Role of Employers
Creating a culture of empathy-led leadership is essential for supporting neurodiverse individuals. Employers must understand their needs and provide tailored support to help them take the next step into leadership roles.
“This isn’t just a nice-to-have skill,” says O’Donovan . “This is critical. When managers are trained to understand and appreciate the strengths of neurodivergent team members, we see dramatic improvements in both productivity and innovation.”
Research bolsters this perspective. Studies by Deloitte show that companies with inclusive cultures are six times more likely to be industry leaders. Empathy-led leadership not only fosters individual success but also drives organisational performance.
On the other hand, the cost of not supporting neurodiverse individuals is significant. Poor mental health and a lack of support cost the global economy $1 trillion annually in lost productivity.
“The companies that will lead tomorrow are the ones celebrating neurodiversity today,” O’Donovan adds.
