Just one in five autistic people in the UK is in any form of employment, according to official data, prompting experts to urge the government to offer greater support and information to employers. Data from the Office for National Statistics’ Outcomes for disabled people research, which for the first time this year asked respondents whether they were autistic, revealed that just 22 per cent of autistic people were in either full or part-time work. (https://www.peoplemanagement.co.uk/article/1742978/shocking-data-reveals-only-one-in-five-autistic-people-are-in-employment)
I’ve recently had the privilege of managing a member of a team who is neurodivergent. I have learned so much during the process, that I want to thank that member of the team and share some thoughts with you.
It is true that neurodiverse individuals often have a poor experience of being managed. That is unless their manager has the attitude that they will work with every member of the team to get the best out of them and help them to grow and develop. That is, regardless of any disability or protected characteristic.
My own experience is that some managers ‘give up’ or find it too much effort to try and manage a neurodivergent individual. Although the individual does nothing wrong, the manager identifies that they are frustrated by small things like:
- The individual doesn’t seem to get the same message in the meeting as everyone else.
- When asked to contribute to a meeting, they appear to be unprepared and do not know their subject.
- They are always asking for agendas and minutes that take time to put together and aren’t needed for a simple team meeting.
- The individual is told several times what to do but still comes back asking questions you have already answered.
- Unless you write everything down, they can forget!
Trust and respect can quickly evaporate.
Are Neurodiverse individuals difficult to manage
NO
A good manager will ask every member of their team how they like to be managed. They will get to know their team and do their best to support and grow every team member.
Why would I jump at the chance to have a neurodivergent individual on my team?
Before I go any further, I urge you to watch this very short video
I hope the video answers the question above for you!
One of my frequent experiences was that of sitting in a team meeting pondering a problem and offering up suitable solutions, none of which were suitable. Our neurodivergent colleague would then say something like “have you thought about….?” And we would say in unison “oh yes, why didn’t we think of that sooner”. Problem solving can be a real strength in many neurodiverse individuals, as we found out as a team, and we all saw this as a fantastic asset.
So what?
So, what is the point of telling you this?
Firstly, if you don’t have a neurodivergent individual on your team, don’t be afraid to hire someone that is. Not to fill a quota, but because increasing the neurodiversity within a team generates even more opportunities for innovation.
Secondly, if you have neurodiverse individuals on your team, make sure you help them thrive in their roles. Small things can really help but are dependent on the individual as neurodiversity is different in every single person.
Consider the following
- Ask them what they need to help them do their best work. Do not make assumptions!
- Ask about a time where they felt proud of themselves for something they have achieved or a time where they found work to be challenging. Storytelling for some can be easier than identifying what they need.
- Make sure agendas and minutes are clear and concise, highlighting action points as needed. Where information is required to be delivered in the meeting by the individual, make sure they are briefed fully in advance.
- Ensure regular 121’s to discuss progress against objectives, barriers and priorities. Give clear and concise feedback, helping the individual see what and where they need to improve, as well as what has been done well.
- Support requests for reasonable adjustments. This could be assistive technology, the position of their desk in the office or amended start and finish times. Also consider a talent management approach to ensure that their talents are embedded into their work and developed in a positive way.
I look at the list above and think for the second time writing this blog, these are the things a good manager should do anyway!
In return, you will get a loyal, hard-working, trusting member of the team that will always tell you how it is! And if you’re a good leader, you’ll listen.
Now isn’t that someone you want on your team?
