Everyone has a role to play in inclusivity. Everyday interactions such as replying to emails, responding in meetings and managing group projects can be adapted to be inclusive of different working styles. That’s the focus. Everyone, whether they are neurodivergent or not, has an ideal work environment. When we’re flexible to each other’s needs and preferences, we can all thrive together.
The executive leadership team has an even greater role in inclusivity because they have influence over more than just their own everyday actions. They impact policy, management style and the organisation’s culture. They set the direction their organisation moves in. Executive leadership teams may come under different names in different organisations. They are sometimes referred to as the executive team, the top team, the board of directors or the c-suite. Executive leadership teams generally comprise the most senior executives responsible for strategy, leadership and operational delivery.
So if leaders want inclusivity to be a priority in their organisation, they need to treat it like a priority themselves. One way they can do this is by engaging in neurodiversity in the workplace training first, before introducing a learning and development programme to managers and the rest of the organisation. Here’s why a top-down approach to workplace inclusion is so effective.
The outcomes of a top-down approach to inclusivity
I have worked with organisations on inclusivity in the workplace, providing webinars, workshops, programmes and individual coaching sessions that build the skills to support, celebrate and leverage differences for everyone’s success. The Thriving Through Inclusion Roadmap is the foundation of every session as this framework turns inclusivity into action. It was designed with neurodivergent individuals in mind but the principles accommodate all types of differences, turning diversity into a strength and driver of growth. Through this work, I have noticed the impact of leadership getting involved in the inclusivity initiatives and the benefits are clear.
Empowered with confidence
Across the board, there is uncertainty. Whether someone has just joined the organisation in an entry-level position or has been with the company for decades and is in an executive position, I’ve heard very similar worries when it comes to neurodiversity in the workplace. They fear that they don’t know enough about neurodiversity to support their team in the way they deserve. They don’t want to get it wrong.
NeuroWorks training fills key information gaps including what neurodiversity means and how it can impact an individual’s work life. However, the majority of our time is spent on building skills for managing differences whatever they are. You don’t need to know how a person’s autism, ADHD or other neurodivergent conditions affect them, or that they are neurodivergent in the first place, to support them. What matters is you are open, supportive and responsive to differences. After building an inclusive skill set, people feel so much more confident talking about and navigating neurodiversity in the workplace.
Model behaviour
Inclusivity starts with understanding but is achieved through actions. That’s why NeuroWorks trainings are so behaviour-based. While we share information and case studies, we go beyond the theory. We make information actionable by teaching frameworks like the Thriving Through Inclusion Roadmap and taking the time to practice new tools so participants feel comfortable using them outside sessions.
Another factor that supports behavioural change is role modeling. If the team sees managers and leaders using inclusive tools to respond to workplace situations, it will encourage them to do the same. Behaviour breeds behaviour. When we’re looking at changing behaviour, we are looking at changing norms, habits and standard practices. Leaders have the power to set new norms and standardise more inclusive ways of working. If leaders receive neurodiversity in the workplace training first, they are ready to demonstrate inclusive habits once the rest of the organisation has received their training.
United vision
There can be variation in working practices between departments and teams such as marketing, sales and customer service. Often this isn’t a problem as it simply accounts for the differences in the responsibilities across departments. However, inclusivity needs to be consistent across an organisation. So we need to make sure the leaders of every department have the same level of understanding, skills and confidence in demonstrating inclusive behaviour.
Making a commitment to inclusive leadership has the power to bring a leadership team together in a united vision. Every decision the leadership team has to make can be seen through the lens of inclusivity. Differences are taken into account at the highest level. This care and consideration cascades down.
Strategic reflection
Taking time to reflect on how teams can be more inclusive invites reflection on team cohesion and performance as a whole. Where are the areas for improvement and opportunities for optimisation? I have worked in team building for over two decades so I can bring this experience into sessions with executive leaders, introducing ways to improve understanding, communication and collaboration within their teams.
I specifically work with Insights Discovery® as this is a framework for identifying, describing and talking about different working styles. There are four categories of working styles: Fiery Red, Sunshine Yellow, Earth Green and Cool Blue. When people know their style and the style of their team, they can bridge the gap between differences and support everyone’s success.
Personal responsibility
People pay attention to what executive leaders are doing more than you realise. I’ve lost count of the number of times I’ve been asked as a workshop facilitator whether the top team is covering the same content. If the answer is no, they get the message that it’s not particularly important and engagement reduces. If the answer is yes, they understand that it’s a priority for the organisation and making change in this area matters.
By taking personal responsibility for inclusion, you set an example for everyone else to follow. Inclusion starts with you and whether you are willing to commit to making this cultural shift happen in your organisation.
I have a metaphor I use to describe the power of inclusion. Each individual in your organisation is a tree. Their roots are their unique set of strengths. Together you are a forest. Each tree needs the nutrients from the soil to flourish. The soil is the work environment. No matter how strong the roots of the tree is, it can’t reach it’s full potential in depleted soil. Leaders can enrich the soil to help the tree thrive. NeuroWorks training shows you how to enrich the soil your team is growing in, meeting their different needs so the whole organisation can succeed together.
Get in touch to request a tailored proposal for a top-down approach to neurodiversity in the workplace training. We cover executive training, management training, team training and individual coaching.
